Hudson Pacific Properties : BETTER BLUEPRINT REPORT

Published: 2026-04-14 21:22:07 ET HPP

Published on 04/14/2026 at 09:22 pm EDT

BETTER BLUEPRINT REPORT

2025

INTRODUCTION 4

About Us 4

Better Blueprint™ 5

Vision and Goals 5

About This Report 6

Memberships and Awards 8

PORTFOLIO EXCELLENCE 10

Quality Assets 10

Environmental Sustainability 11

Climate and Energy 11

Scope 1 and 2 GHG Emissions 11

Scope 3 GHG Emissions 14

Waste, Water and Biodiversity 16

Zero Waste 16

Water and Biodiversity 17

Social Impact 19

Tenant Engagement 19

Events and Programming 19

Health and Wellness 20

Vibrant Communities 21

Charitable Giving 21

Volunteering 22

MANAGEMENT EXCELLENCE 23

People and Culture 23

Talent Attraction 23

Employee Engagement 24

Business Practices 25

Ethics and Compliance 25

Risk Management 25

Supply Chain 27

Corporate Governance 27

Better Blueprint Governance 28

APPENDICES 30

Appendix A: Data Tables 30

Appendix B: Reference Tables 34

Appendix C: Ernst & Young Independent Accountants' Report 43

A Letter to Hudson Pacific's Stakeholders

In 2025, our focus for our Better Blueprint program was clear: it should not only reflect our values, but also continue to drive positive business impact by strengthening asset performance, reducing operating costs, enhancing leasing competitiveness, and supporting a culture that attracts and retains top talent.

This report is organized to demonstrate how we leverage Portfolio and Management Excellence to create meaningful value across all aspects of our business.

Portfolio Excellence means delivering high-performing, future-ready assets in the most dynamic markets. Our sustainability initiatives are increasingly tied to operational efficiency and financial performance. Through energy reduction programs, building optimization, and capital-light renewable energy solutions, we continue to reduce utility consumption and operating expenses across the portfolio. These efforts not only lower costs but also help insulate our properties and tenants from energy price volatility.

At the same time, high-performance buildings are a competitive differentiator. Tenants are prioritizing energy-efficient, low-carbon space that supports their own sustainability commitments. Our industry-leading LEED certification rate, EV charging infrastructure, and measurable emissions reductions strengthen our leasing narrative and help position our assets at the forefront of market demand. Case in point: our Sunset Pier 94 Studios development, a joint venture with Blackstone and Vornado, is one of the most sustainable projects in our history and is close to 90% leased within the first quarter of operations.

Management Excellence reflects our commitment to people, culture, and integrity. We recognize that attracting and retaining exceptional talent requires an environment where individuals feel valued, included, and aligned with a company that stands for something meaningful. Through social impact initiatives like our Employee Resource Groups and Hudson Helps, Sunset Serves and Quixote Cares volunteer programs, we are fostering engagement, collaboration, and a shared sense of purpose across the organization. Employees who are empowered to contribute beyond their day-to-day roles demonstrate higher morale, stronger connection to our mission, and deeper commitment to our success.

Additionally, our continued focus on corporate governance, risk management, ethical business practices, and strong partnerships ensures we operate with transparency and accountability across every facet of our business.

Together with our tenants, employees, investors, and partners, we will continue building vibrant, future-ready urban spaces-designed for efficiency, built for longevity, and positioned to thrive in a rapidly evolving marketplace.

Sincerely

Victor Coleman

CEO & Chairman of the Board of Directors

Sincerely

Natalie Teear

SVP, Innovation, Sustainability & Social Impact

‌About Us

Hudson Pacific Properties (NYSE: HPP, "Hudson Pacific" or "Company") offers end-to-end real estate solutions for dynamic tenants in the synergistic, converging, and secular growth industries of tech and media.

We are a premier West Coast landlord with 16 million square feet of office and studio space across Los Angeles, the San Francisco Bay Area, Seattle, New York, and Vancouver, British Columbia.1 We are a leading owner and operator of independent studios through Sunset Studios and Quixote, offering sound stages and an array of production services assets.

Our top-tier portfolio combined with our management expertise have enabled us to cultivate a tenant base of premier blue-chip and growth companies, like Google and Netflix. Our strategic focus is value creation through less capital- and time-intensive repositionings and (re)developments, although our deep in-house expertise allows us to execute on a full range of office and studio opportunities-from incremental lease-up to cutting-edge new construction. We are at the forefront of reimagining outdated real estate to deliver marquee, creative workplaces where the most forward-thinking companies and their employees can thrive-today and in the future.

PURPOSE: WE SHAPE ENVIRONMENTS THAT INSPIRE THE WORLD'S INNOVATORS AND CREATORS

‌1 As of 12/31/25. Represents 100% of consolidated and unconsolidated joint ventures for owned in-service, repositioning, and under construction office and studio assets as well as Quixote leased studio assets (excludes facilities leased for non-studio use in New Orleans and Albuquerque).

‌Better Blueprint™

Our Better Blueprint program is informed by deep expertise across every aspect of real estate.

‌Vision and Goals

Better Blueprint brings to life our vision of vibrant, thriving urban spaces and places built for the long term. These principles and objectives provide a common thread that authentically guides our work and relations with customers, employees, investors and partners. Our Better Blueprint program is oriented around a set of long-term (2030) goals, all of which exist in support of our broader corporate strategy. The table below summarizes how we performed against each goal during 2025.

2030 GOALS PERFORMANCE AGAINST GOALS DURING 2025

SCIENCE-BASED CLIMATE TARGET

Reduce absolute Scope 1 and 2 greenhouse gas (GHG) emissions across all operations by 50% by 2030, from a 2018 baseline

ACHIEVED

At year-end 2025, we had achieved our science-based target five years early by reducing absolute Scope 1 and 2 GHG emissions-excluding unbundled renewable energy

credits (RECs) and offsets-by 50% from baseline.

CARBON NEUTRALITY

Maintain 100% carbon neutrality (Scope 1 and 2 GHG emissions) across all operating properties

ACHIEVED / ON TRACK

We achieved 100% carbon neutrality in all operations in 2020 and have successfully maintained that status every

year since.

SCOPE 3 GHG EMISSIONS

Measure all material Scope 3 GHG emissions annually-including but not limited to embodied carbon in all (re)development and major repositioning projects, require all (re)development projects to set project-specific embodied carbon reduction targets, help 100% of our Tier 1 critical suppliers measure and disclose their Scope 1 and 2 GHG emissions by 2030, and reduce absolute Scope 3 GHG emissions from our fleet by 50% by 2030, from a

2022 baseline

ACHIEVED / ON TRACK

We measured and disclosed our organization's material Scope 3 GHG emissions for 2025 and continued to conduct project-specific embodied carbon reduction strategies for each of our (re)development and major repositioning projects. Of our 31 Tier 1 critical suppliers, 7 currently disclose their Scope 1 and 2 GHG emissions. As of year-end 2025, we had reduced Scope 3 GHG emissions from our fleet by approximately 87% from our 2022 baseline.

RENEWABLE ENERGY

Maintain 100% renewable electricity across all operating properties

ACHIEVED / ON TRACK

We maintained 100% renewable electricity across all operating properties in 2025.

ENERGY EFFICIENCY

Reduce energy consumption by 50% by 2030, from a 2019 baseline

ON TRACK

Energy consumption in our like-for-like portfolio decreased by 3.5% from 2024 to 2025, and our 2025 energy consumption was approximately 25% below our 2019 baseline.

WATER CONSERVATION

Reduce water use by 50% by 2030, from a 2019 baseline

ON TRACK

Water use in our like-for-like portfolio decreased by 0.7% from 2024 to 2025, and our 2025 water use was approximately 39% below our 2019 baseline.

WASTE

Achieve net zero waste (i.e. landfill diversion rate of 90% or higher) across all operations by 2030

ON TRACK

Our landfill diversion rate at the end of 2025 was 47%.

LEED

Obtain LEED certification for 100% of (re)developments-Gold or higher for office projects, Silver or higher for studio projects-and maintain LEED certification at 90% or more of the in-service office portfolio

ACHIEVED / ON TRACK

We had one development actively under construction during 2025: Sunset Pier 94 Studios. This project, which was completed in early 2026, is LEED Gold certified.

Within our in-service office portfolio, approximately 94% was LEED certified at year-end 2025. Of this LEED-

certified space, 100% is at the Gold or Platinum level.

ENERGY STAR

Achieve ENERGY STAR certification at 75% of the inservice office portfolio by 2030

ON TRACK

At year-end 2025, over 76% of our in-service office portfolio square footage was ENERGY STAR certified.

HEALTHY BUILDINGS

Achieve Fitwel certification at 80% of the in-service office portfolio by 2030

ON TRACK

At year-end 2025, approximately 52% of our in-service office portfolio square footage was Fitwel certified.

COMMUNITY IMPACT

Donate at least 1% of net earnings (adjusted for gains and impairment losses) annually and invest $20 million in innovative housing and homelessness solutions in our core markets

ACHIEVED / ON TRACK

In 2025, we donated over $500,000 to charitable causes, exceeding our 1% commitment, and had deployed over

$13M towards our $20M housing target.

‌About This Report

This report describes how we implemented Better Blueprint across our business in the 2025 calendar year. A summary of key 2025 performance details can be found in Appendix A. We leveraged several sustainability reporting frameworks during the preparation of this report, including the Global Reporting Initiative (GRI) Sustainability Reporting Standards, the Sustainability Accounting Standards Board (SASB) Sustainability Accounting Standards, and the Task Force on Climate-related Financial Disclosures (TCFD) framework. More details can be found in Appendix B.

SPOTLIGHT ON:

OUR MATERIALITY ASSESSMENT

Better Blueprint is grounded in our understanding of the social and environmental topics that matter most to our business and stakeholders. Our seasoned leadership team developed this perspective when we launched Better Blueprint in 2020 with direct feedback from employees across a variety of functional areas, as well as a comprehensive review of the most pressing issues for external stakeholders. This review assessed data from a range of sources, including the Global Real Estate Sustainability Benchmark (GRESB) survey, SASB Real Estate Sustainability Accounting Standard, local government sustainability plans and investor and tenant surveys, among others. Our leadership team revisits the results of this materiality assessment on an annual basis and adjusts accordingly.

Memberships and Awards

Advancing our Better Blueprint vision requires exceptional teamwork and collaboration. We engage actively with partners who share our vision, including local community groups seeking to improve the vitality of our core markets, as well as industry groups seeking to advance social and environmental performance in the real estate sector.

COMMUNITY ENGAGEMENT

Alliance for Pioneer Square

Hollywood Chamber of Commerce

Central City Association of Los Angeles

Hollywood Partnership

Downtown Seattle Association

Los Angeles Chamber of Commerce

Downtown Vancouver Business Improvement

Los Angeles Sports & Entertainment Commission

Association

San Francisco Bay Area Planning and Urban Research

Friends of the Hollywood Central Park

Association

Greater Vancouver Board of Trade

INDUSTRY ENGAGEMENT

Building Owners and Managers Association (BOMA)

University of California Los Angeles Ziman Center for

Commercial Real Estate Women

Real Estate

Fisher Center for Real Estate & Urban Economics

Urban Development Institute

National Association of Real Estate Investment Trusts

Urban Land Institute (ULI)

(NAREIT) Advisory Board of Governors

University of Southern California Lusk Center for Real

National Association of Industrial and Office

Estate

Properties (NAIOP)

INDUSTRY COLLABORATIONS

BOMA SF Energy & Environment Committee

Seattle 2030 District

BOMA Water & Waste (W2) Challenge

ULI Greenprint

Canada Green Building Council

US Department of Energy Better Buildings Alliance

Fitwel Champions Program

US Environmental Protection Agency ENERGY STAR

Global Real Estate Sustainability Benchmark (GRESB)

Program

Los Angeles Better Buildings Challenge

US Green Building Council

NAREIT Real Estate Sustainability Council, Social

World Green Building Council

Responsibility Council, Corporate Governance Council

Memberships and Awards (cont.)

We are proud to be honored for our superior performance in relation to our Better Blueprint goals and objectives.

ENTERPRISE AWARDS

GRESB

Global Sector Leader, Office, Americas 2021-2025

5-star Rating 2019-2025

ENERGY STAR

Partner of the Year 2019-2024 Sustained Excellence 2021-2024

NAREIT

Leader in the Light Award, Office Sector 2022, 2023

Operations 2025

FITWEL

Fitwel Champion 2019-2025

GREEN LEASE LEADER

Silver Leader 2019-2025

NEWSWEEK

America's Most Responsible Companies 2022-2025

S&P SUSTAINABILITY YEARBOOK

2022 - 2025

REGION / PROJECT AWARDS

+ Better Buildings, Better Plants Summit 2025 - 505 First

+ BOMA-LA - 2024 Regional TOBY Awards: Renovated Building Award (11601 Wilshire)

+ BOMA-PSW - 2024 Regional TOBY Awards: Office Category Over 1 Million Square Feet (1455 Market)

+ CA Sierra ASLA Design Awards 2025 - Merit: Metro Plaza

+ Canada's Top 100 - BC's Top Employers 2021 - 2025

+ Commercial Property Executive - 2025 Influence Awards: Most Effective Repositioning/Redevelopment (Bentall Centre - Gold), Property Management Program (Seattle Portfolio - Silver)

+ CoStar Impact Awards - 2025 Commercial Development of the Year: Sunset Glenoaks Studios & Washington 1000

+ Global Production Awards - 2024 Studio of the Year (Sunset Studios)

+ Greater Vancouver Board of Trade Business Distinction Awards - Employer of the Year, 2025

+ Los Angeles Business Council - 2024 Architectural Awards: Community Impact (Sunset Glenoaks Studios)

+ Los Angeles Business Journal - 2024 Commercial Real Estate Awards: Mixed Use (Sunset Glenoaks Studios -Bronze)

Premier solutions for innovators and creators

We focus on acquiring, transforming, developing, leasing and operating premier real estate and related services demanded by tech and media companies

‌Quality Assets

Our business strategy leverages our expertise in providing top-tier real estate solutions for the world's most innovative, forward-thinking companies. Our office portfolio-which is centered in high-growth, innovation-centric sub-markets like Silicon Valley and Hollywood-is mostly comprised of Class A assets that are new or recently modernized and offer a competitive suite of amenities. Our studio portfolio offers high-quality purpose-built and conversion sound stages in prime locations as well as a range of production services that enable us to uniquely meet the end-to-end needs of our film and TV production clients. By investing in design features and amenities that are important to tenants and customers, we seek to increase tenant retention, drive new leasing, and ultimately create significant value within our office and studio portfolios.

Office Portfolio Attributes & Amenities 1

80%

CLASS A AS DETERMINED BY CBRE

82%

BUILT OR SUBSTANTIALLY RENOVATED IN 2010 OR THEREAFTER

96%

FEATURE EV CHARGING STATIONS

95%

FEATURE END-OF-TRIP FACILITIES (BIKE STORAGE, SHOWERS, LOCKERS)

94%

FEATURE FUNCTIONAL OUTDOOR SPACE

74%

FEATURE THE MY HPP OFFICE MOBILE APP

74%

FEATURE FITNESS CENTERS

67%

FEATURE CONFERENCE CENTERS

Studio Portfolio Attributes & Amenities 2

73% PURPOSE-BUILT STUDIO LOTS

86% >20 FT HIGH SOUND STAGE CEILINGS

86% >2,400 AMP SOUND STAGE POWER

73% HIGHLY AMENITIZED STUDIO LOTS

73% FEATURE EV CHARGING STATIONS

>100 SOLAR-ELECTRIC PRODUCTION TRAILERS

‌1 Measurements reflect the percentage of in-service office square footage as of 12/31/25 that fits the defined criteria, except for fitness and conference center metrics which are measured as a percentage of in-service multi-tenant office square footage.

‌2 Measurements reflect the percentage of in-service studio square footage as of 12/31/25 that fits the defined criteria, except for the solar-electric production trailer metric which is an absolute number.

‌Environmental Sustainability

‌Climate and Energy

We have had 100% carbon-neutral operations since 2020 through a combination of energy efficiency, on-site and off-site renewables and high-quality carbon credits. Because we take a "whole building" approach to GHG accounting, this means that all spaces within our buildings-including all landlord-controlled common areas as well as all spaces rented to customers-technically have zero Scope 1 and 2 GHG emissions. We issue carbon-neutral attestation letters upon customer request, and we have noticed a significant uptick over the years in the number of tenants at Hudson Pacific office buildings as well as production clients at Sunset Studios and Quixote sound stages who seek out this service.

2025 Scope 1 and 2 GHG Emissions

BELOW BASELINE

ACHIEVED 2030 TARGET 5 YRS EARLY

50%

In 2021, we went a step further and set a science-based target to reduce absolute operational GHG emissions-excluding all offsetting instruments such as carbon credits and unbundled renewable energy credits (RECs)-by 50% by 2030, from a 2018 baseline. This target has been validated by the Science-Based Targets Initiative (SBTi) and is aligned with SBTI's highest ambition level, a 1.5⁰C global warming scenario. It is also aligned with the climate goals set by many of our largest customers as well as the building performance standards that are increasingly being adopted by cities and states across North America, including Vancouver, Seattle, San Francisco, and New York. At

year-end 2025, we had formally achieved this target, with a 50% reduction from baseline. 1 We are currently in the process of reassessing our long-term decarbonization strategy and may potentially set a new target next year.

To track progress against our climate goals, we have invested in a robust and conservative approach to measuring our Scope 1 and 2 GHG emissions that adheres to the Greenhouse Gas Protocol published by the World Business Council on Sustainable Development and World Resources Institute (see Appendix A for more details). We work with our financial auditors, Ernst & Young, to secure limited third-party assurance over our Scope 1 and 2 GHG inventory and carbon-neutral operations claim each year (see Appendix C for more details). We also calculate our Scope 3 GHG emissions and report the details of this methodology in our publicly available response to the annual CDP questionnaire.

The first priority of our building decarbonization strategy is energy efficiency, since reducing energy use helps minimize energy-related operating expenses in this era of escalating utility prices. We strive to integrate energy efficiency into every aspect of the real estate process:

+ Design and Construction: Our Sustainable Design Vision policy outlines expectations for all (re)development and major repositioning projects to ensure new buildings are designed to modern energy standards. Smaller construction projects adhere to property-specific Construction Rules and Regulations and our Tenant Improvement Sustainability Checklist.

+ Capital Planning: At existing assets, which make up most of our portfolio, building engineers maintain 10-year capital plans covering roof and window replacements, equipment upgrades, and other efficiency projects. Our Energy Management and Climate Change Policy requires teams to engage in retro-commissioning and/or conduct an energy audit every five years to ensure equipment continues to operate as planned over the long term.

+ Building Operations: We use energy monitoring software at most properties, and building engineers are required to log in weekly and address material issues immediately. We have instituted multiple checkpoints throughout the year for engineering and property management teams to come together and review key energy efficiency opportunities at each property, including during budgeting season, annual operational audit, and year-end process of updating each property's Better Blueprint Action Plan.

‌1 The methodology we use to track progress against our science-based target involves manually removing the impact of any carbon credits and unbundled RECs from the current-year market-based Scope 1 and 2 GHG emissions figures, calculated using contract/utility-specific GHG emissions factors in accordance with the GHG Protocol. The baseline for our 2030 goal is 2018, per SBTi guidance. To calculate our baseline, we use 2018 market-based Scope 1 and 2 GHG emissions data, then make adjustments to allow for acquisitions, dispositions, and other portfolio changes, but not for the addition of ground-up developments that were not in existence at the time of the baseline.

+ Leasing: We use 'green leases' with various sustainability criteria in the standard terms and conditions-including but not limited to a cost recovery clause for efficiency-related capital expenses-and we have been named a Green Lease Leader by the Institute for Market Transformation and the U.S. Department of Energy's Better Buildings Alliance.

+ Acquisitions: We use a Sustainability Due Diligence Checklist to screen for key energy- or climate-related risks that might jeopardize a deal or materially impact the underwriting.

+ Innovation: Our corporate innovation team scans the market for promising energy efficiency and decarbonization solutions. For example, we were an early investor in Crown Electrokinetics, a smart glass technology company, exiting that investment in 2024 with a ~12% IRR. We are also investors in Loop, an EV charging company, Merlin Solar, a manufacturer of lightweight solar panels, and the Fifth Wall Climate Technology Fund, the world's largest venture fund focused specifically on investing in technologies to decarbonize the built world.

As a result of these initiatives, by year-end 2025 we had successfully reduced energy use 25% from baseline and 3.3% below prior year levels. 1 Additionally, approximately 94% of Hudson Pacific's in-service office portfolio square footage was LEED certified (all at the Gold or Platinum level) and over 76% was ENERGY STAR certified, while 91% of annualized base rent (ABR) came from LEED and/or ENERGY STAR certified buildings. 2

2025 Energy Use

25%

BELOW BASELINE

BELOW PRIOR YEAR

3.3%

2025 Green Building Certifications

94%

OF OFFICE PORTFOLIO IS LEED CERTIFIED

100%

OF LEED CERTIFIED SPACE IS GOLD OR PLATINUM

76%

OF OFFICE PORTFOLIO IS ENERGY STAR CERTIFIED

91%

OF 2025 ABR CAME FROM CERTIFIED BUILDINGS

Reducing energy use even with more employees in the office

5th & Bell is a 197,000-square-foot Class A office building in Seattle's South Lake Union neighborhood, one of the city's most dynamic innovation hubs and home to some of the world's leading technology companies. The six-story, LEED Gold-certified property-which features large floorplates, a modern lobby, an expansive outdoor deck, ground-floor retail, and an end-of-trip facility with showers, lockers and bike storage-is majority leased to

a leading technology company. When the tenant issued return-to-office mandates that significantly increased occupancy at the property, most building teams would have seen a corresponding spike in energy consumption. But at 5th & Bell, the team implemented a real-time commissioning program in partnership with outside consultants that was able to systematically identify and address inefficiencies such as out-of-range setpoints and suboptimal HVAC scheduling. The result: a 17% reduction in energy use intensity (EUI), dropping from 64 to 53 kBtu per square foot, even as the building hummed with increased activity. The benefits extended beyond the energy meter. By proactively monitoring and tuning building systems, the team also meaningfully reduced tenant HVAC complaints-a tangible improvement in day-to-day comfort for the thousands of employees working in the building. In recognition of these achievements, 5th & Bell received Hudson Pacific's 2025 Better Blueprint Award for energy efficiency.

‌1The methodology we use to track progress against our energy target involves summing the electricity and natural gas used to power our real estate portfolio in 2025 with the fuel used by our employees and/or contractors to transport or operate our production services fleet assets and comparing it to the goal's baseline year. The baseline for our energy goal is 2019, which is the first year for which HPP has third party assured data. To calculate our baseline, we use 2019 energy data, then make adjustments to allow for acquisitions, dispositions, and other portfolio changes, but not for the addition of ground- up developments that were not in existence at the time of the baseline. To calculate reductions in energy use from the prior year, however, we look only at the "like-for-like" portfolio-meaning all buildings and/or assets that were in scope for 100% of both the current year and the prior year.

‌2LEED and ENERGY STAR certification rates reflect the percentage of in-service office square footage that is certified as of 12/31/25. It excludes properties under development or held for sale as well as the entire studio portfolio since the LEED and ENERGY STAR frameworks are not applicable to that asset type. The LEED revenue rate reflects the percentage of 2025 annualized base rent (ABR) from the office portfolio that came from LEED certified buildings (note that 2025 ABR from the office portfolio was $536M and total Company revenue was $831M).

The second piece of our building decarbonization strategy is renewable energy. We use 100% renewable electricity at all operating properties, across our Hudson Pacific office buildings and our Sunset Studios and Quixote studio lots. Because we are concentrated in West Coast regions with relatively clean electric grids, and many of our properties are required to purchase carbon-free electricity directly through green power plans provided by local utilities like CleanPower SF, SFPUC Hetch Hetchy Power, Peninsula Clean Energy and Silicon Valley Clean Energy, approximately 60% of our annual electricity use is from carbon-free sources. To convert the remaining 40% of our electricity use to renewable sources, we purchase source-specific, Green-e certified unbundled RECs from North American renewable energy facilities. In 2025, all our unbundled RECs came from a wind farm in Texas. Our intention is to steadily reduce our reliance on these unbundled RECs as our local grids continue to decarbonize and the green power options offered by our local utilities continue to expand and become more cost-competitive with time.

Renewable energy projects

Property

System Size (kW)

EPIC

31.3

Metro Plaza

272

Sunset Las Palmas

230

Washington 1000

12.7

Total

604

Increasing on-site renewable energy is another priority, even though the opportunity to install rooftop solar in an urban office portfolio is relatively limited given much of the rooftop space is needed for mechanical equipment and/or rooftop amenities. We currently have five renewable systems installed in our operating real estate portfolio, with several projects in the pipeline. All new solar projects are using creative financing techniques that allow them to be revenue-generating and/or NOI-positive from day one.

The third and final piece of our building decarbonization strategy is fuel switching. Most of our Scope 1 GHG emissions come from natural gas used to heat many of our buildings, and switching out gas-powered heating systems for cleaner electric alternatives is often extremely expensive and not always feasible due to local code requirements and/or physical constraints of currently available technology. However, we anticipate that these challenges will abate with time, especially because many of our local jurisdictions have implemented (or are currently considering) building performance standards that require large office buildings to eliminate gas usage altogether. We are in the process of completing detailed building decarbonization plans at our most gas-intensive buildings, outlining costs associated with electrifying key pieces of equipment as they reach the end of their useful life, so that we can adequately prepare for this process.

Bringing clean energy to Manhattan's newest studio

Sunset Pier 94 Studios is Manhattan's first purpose-built film and television production campus-a 232,000-square-foot facility situated on the Hudson River in Midtown. Developed in a joint venture with Vornado Realty Trust and Blackstone, and partnering closely with the New York City Economic Development Corporation, the six-stage campus was designed from the ground up to meet the demands of today's leading content creators, with 36-foot ceiling heights, state-of-the-art production infrastructure, and a deep commitment to sustainability. The LEED

Gold-certified facility has 25,000 square feet of waterfront open space, plentiful EV charging, and all-electric heating and cooling systems that eliminate any onsite fossil fuel usage. Additionally, the headhouse hosts one of the largest solar deployments in all of Manhattan-a 723 kW rooftop solar system that is projected to offset approximately 28% of the site's total electricity load. The result is a landmark facility that raises the bar for sustainable studio development worldwide.

Our largest Scope 3 category is the embodied carbon associated with concrete, steel and other building materials. While science on this topic is still emerging, we are seeing early indicators that our tenants prefer lower-carbon developments and that policymakers are considering ways to regulate embodied carbon in the future.

To get ahead of this trend, our construction teams, which manage projects ranging from small move-in-ready suites to large custom tenant fit-outs, have looked for quick wins that reduce embodied carbon with minimal impact to project cost or schedule. For example, our Northern California team selected a new preferred carpet tile in 2023 that is 70% recycled content with a carbon footprint of <2 kg CO2e per square meter. This Interface product is a major improvement over one of our most used previous products that was <20% recycled content with a carbon footprint of almost 14 kg per square meter. In addition to being almost seven times less carbon-intensive, the new Interface product also has zero VOCs, an easier installation system, and zero cost premium.

However, the bulk of our embodied carbon emissions come from our large (re)development and repositioning projects, even though we have only a small number of these projects in the pipeline at any given time. To address these emissions, we require each large project to measure its embodied carbon footprint and set project-specific embodied carbon reduction targets. Project teams are encouraged to ask about embodied carbon capabilities as part of the partner selection process, incorporate low-carbon principles into design plans, and request embodied carbon data as part of the materials procurement process.

Embodied Carbon of Recent Development Projects

Project

Washington 1000

Sunset Glenoaks Studios

Sunset Pier 94 Studios

Status

Delivered

Baseline

24 kg/sq ft CO2e

44 kg/sq ft CO2e

64 kg/sq ft CO2e

Scope

546,000 sq ft high-rise office project in Seattle. No foundation or parking garage in scope as the project utilizes an existing

convention center platform.

241,000 sq ft studio project in Los Angeles with seven sound stages. No parking garage in scope, only

surface lots.

232,000 sq ft studio project in New York City with six sound stages.

Limited foundation in scope as the

project utilizes an existing pier structure.

Beyond our own projects, we actively support industry efforts to advance embodied carbon reduction efforts through participation in forums like Building Transparency's Owners Carbon Action Network, and we share learnings and best practices with tenants through a Low Embodied Carbon Tenant Fit-Out Guide, among other resources.

A first for the Living Buildings movement

505 First, a 288,000-square-foot Class A office building in the Pioneer Square neighborhood of Seattle, is the first existing building to obtain the highly rigorous Living Building Challenge certification from the International Living Future Institute (ILFI). The building was already LEED Gold, ENERGY STAR, and Fitwel certified, but when our construction team initiated a major repositioning effort, they saw an opportunity to push our sustainability commitment even

farther. The ILFI Living Building Challenge has seven imperatives-place, water, energy, health and happiness, materials, equity, and beauty-and Living Buildings must demonstrate actual, rather than modeled or anticipated, performance on each one. To achieve the materials imperative, the project team had to source 20% of all materials locally and ensure 50% of all wood products were reclaimed/salvaged, drastically lowering the embodied carbon footprint of the project. In exchange for achieving ILFI certification, the City of Seattle granted the building extra floor area ratio (FAR) that allowed for the addition of a new rooftop amenity.

The second largest category of Scope 3 GHG emissions for our business is fuel-related emissions from the production services fleet. This consists of the GHG emissions generated when customers are operating Quixote trailers, trucks, motorhomes, generators, lighting, and other equipment. Traditionally this equipment is powered by diesel fuel, but in the last three years we have responded to increased customer demand for greener solutions on set by adding a significant number of clean, electric alternatives to our inventory, including solar-electric production trailers, electric vehicles, and mobile batteries. For example, Quixote's most popular solar-electric trailer model-the all-electric two-room trailer-is fully powered by 3.8 kW of lightweight solar panels and 40 kWh of battery storage. With no gasoline or diesel on board, this model produces zero GHG emissions, zero fumes and zero noise. It can last a full production week without needing to be plugged in and weighs the same amount as a traditional trailer, meaning crews need no new equipment to transport or operate. We are seeing significantly higher rental and utilization rates for these new products compared to the traditional alternatives, which along with an industry slowdown following the 2023 Hollywood labor strikes, has contributed to the 87% reduction in Scope 3 GHG emissions we achieved in 2025 (compared to a 2022 baseline).

Powering a decarbonizing production industry

Our Quixote production services business has a growing offering of electric vehicles, including "Shorty 40" cargo trucks, Ford e-Transit vans, and Ford F-150 Lightning pick-up trucks. These vehicles are popular with film and TV production clients looking to decarbonize their operations. In addition, our Sunset Studios portfolio-four studio lots in Los Angeles with a collective 42 sound stages between them-has an extensive EV charging network, including 127 parking stalls equipped with standard Level 2 chargers as well as four parking

stalls equipped with more powerful chargers designed specifically to serve the new electric trucks entering the market. While it takes 12 hours or more to recharge an electric truck or van with a typical Level 2 charger (7 kw), it can take four to five hours with a Level 2 fleet charger (19 kw) and under two hours with a Level 3 DC Fast charger (50-150 kw). We see these investments as critical ways to maintain the reputation of both Quixote and Sunset Studios as sustainability leaders and innovative partners to our production clients.

Finding clean alternatives to diesel generators

When production clients shoot at off-site locations, they typically use diesel generators to power their equipment. In addition to being noisy, smelly, and costly to set up and operate, this "base camp" power accounts for approximately 15% of a film's total carbon footprint. Our Quixote business offers several green base camp solutions, ranging from small 9 kWh batteries that can replace small, hand-held generators up to large 250 kWh batteries that can replace the "tow plant" generators typically used as primary base camp power sources. We also joined the Clean Mobile

Power Initiative (CMPI), a collaboration initiated by Netflix and The Walt Disney Company to help advance clean alternatives to diesel generators in the production industry, and have provided CMPI with over 100 hours of technical advisory services and helped host a "Cleantech Demo Day" for nearly 700 attendees.

‌Waste, Water and Biodiversity

Commercial office buildings can contribute over half of all municipal waste, and in many cities across North America, most municipal waste ends up in landfills. Landfilling not only harms the health of natural ecosystems, but it also contributes significantly to climate change. We estimate that GHG emissions associated with waste from our properties account for approximately 2% of our total carbon footprint (Scopes 1, 2 and 3).

Some of our local jurisdictions, including San Francisco and British Columbia, have already enacted zero waste legislation, and others will likely pass similar rules in coming years. Our goal to achieve net zero waste-defined as a landfill diversion rate of 90% or higher-by 2030 aligns with the priorities of our local cities and counties, not to mention the concerns of many employees and tenants.

As of year-end 2025, 100% of our operating properties have recycling services and 88% have composting services. Each property has a "zero waste champion" responsible for implementing the expectations and best practices outlined in our Zero Waste Policy, including but not limited to: implementing waste audits as appropriate, improving signage, conducting waste sorting trainings, and updating property procurement practices. As a result of these initiatives, we had achieved a 47% landfill diversion rate at year-end 2025. 1

Using a landmark property's platform to model new possibilities for waste reduction

The Ferry Building is one of San Francisco's most beloved landmarks, welcoming thousands of visitors, tenants, and farmers market shoppers through its doors each week. As a high-traffic, mixed-use destination with over 50 artisan merchants and food vendors, it also generates a significant and complex waste stream-one that presents both a meaningful challenge and an equally meaningful opportunity. In 2025, the Ferry Building team took two bold steps to reduce the amount of waste the property sends to landfill. First, in partnership with the city's environmental agency and technology company

Intuitive Robotics, the team piloted AI-powered waste sorting bins throughout the building. The first-of-its-kind system helps educate visitors on how to properly sort items into compost, recycling, and landfill streams in real time-addressing one of the most persistent barriers to high diversion rates in public-facing spaces: user error. Second, the team launched one of the largest edible food recovery program's in the city, establishing a dedicated collection and redistribution operation for surplus food generated by the building's many food and beverage vendors. In just the first three months of the program, the team collected more than 3,700 pounds of food across 52 pickups, redistributing it to community partners including after-school programs and homeless shelters throughout the city. Together, these initiatives reflect the kind of creative, community-centered approach to waste reduction that we believe is essential to achieving our zero waste goal.

‌1 The methodology we use to track our landfill diversion rate involves summing the amount of waste generated by our real estate portfolio in 2025 that went to recycling or composting and dividing it by the total amount of waste generated during the year.‌

Commercial office buildings typically use less water per square foot than residential or industrial buildings, but we are still committed to reducing water use across the portfolio. Most of our properties are located in water-scarce California where drought remains a top concern not just for us, but also for local regulators, businesses and other stakeholders.

Water Use

29% BELOW BASELINE

0.7% ABOVE PRIOR

YEAR

We have invested in many water stewardship initiatives, including but not limited to: making low-flow fixtures a core component of all construction projects, installing weather-dependent irrigation controllers in all outdoor landscaping areas, replacing campus lawns with native landscaping, and implementing water recycling systems at several of our largest buildings. We have installed leak detection devices and water shut-off valves in all (re)development projects since 2017 and are in the process of executing a long-term capital plan to roll these devices out across our entire existing building portfolio, in both landlord-managed common areas and tenant buildouts. These sensors are tied to building management or cloud-based notification systems and can send automatic alerts and/or automatically shut off water systems if a leak is detected in kitchen areas, water heaters, restrooms, or janitorial

closets. We find this technology typically has an extremely low payback period-for example, one of our properties recently spent $30,000 to install leak detection that caught three leaks in the first two months, saving us an estimated $45,000 in water damage costs.

As a result of these initiatives, by year-end 2025 we had successfully reduced water

use 29% from baseline, even though a one-time methodology adjustment at one of our largest properties increased our overall like-for-like water use by approximately 0.7% above prior year levels. 1 Without this methodology adjustment, like-for-like water use would have been down approximately 1% from prior year levels.

Reimagining the landscape to conserve every drop

Clocktower Square is a premier office campus located in the heart of Palo Alto, one of the most water-stressed communities in California. Like many of our Silicon Valley properties, the campus sits in a region where drought conditions and municipal water restrictions have become an ongoing reality-making thoughtful water stewardship not just a sustainability priority, but a business imperative. In 2025, the Clocktower Square team undertook a comprehensive overhaul of the property's landscaping strategy from the ground up. The team replaced invasive

plant species throughout the campus with native and drought-tolerant alternatives that are naturally suited to the local climate and require significantly less irrigation to thrive. To further reduce watering needs, the team added compost amendment and mulch across all landscaped areas, improving soil health and moisture retention. They also expanded the property's drip irrigation system to ensure that every plant receives precisely the water it needs-and nothing more. Together, these improvements represent a meaningful and lasting reduction in the property's potable water consumption, while also enhancing the visual appeal of the campus and supporting local biodiversity. In recognition of these achievements, Clocktower Square received Hudson Pacific's 2025 Better Blueprint Award for water conservation.

‌1 The methodology we use to track progress against our water target involves summing the water used in 2025 by our real estate portfolio and comparing it to the goal's baseline year. The baseline for our water goal is 2019, which is the first year for which HPP has third party assured data. To calculate our baseline, we use 2019 water data, then make adjustments to allow for acquisitions, dispositions, and other portfolio changes, but not for the addition of ground- up developments that were not in existence at the time of the baseline. To calculate reductions in water use from the prior year, however, we look only at the "like-for-like" portfolio-meaning all buildings and/or assets that were in scope for 100% of both the current year and the prior year.

One co-benefit of our water stewardship program is our impact on local biodiversity. Many of the turf replacement and native plant projects we have implemented across the portfolio play an important role in supporting local wildlife. All LEED-certified properties have integrated pest management programs in place to minimize exposure to pesticides. We have approximately 100 vertical aeroponic gardens at several of our Los Angeles properties, obtained Salmon-Safe certification at our recent Washington 1000 development project, and manage 12 beehives at seven different properties across the portfolio. The bees play an important role in pollinating the urban flora surrounding our properties, and many properties offer "Meet the Beekeeper" workshops throughout the year where tenants can learn about beekeeping and the important role it plays in local ecosystems. Properties also work with our beekeeping partners to harvest the honey and share it with our tenants and employees at the end of the season.

A roof-to-table partnership

Not all rooftops are good candidates for solar panels, so at some of our Los Angeles properties we have partnered with local woman-owned organization LA Urban Farms to install over 100 vertical aeroponic gardens. This approach uses 90% less water than traditional gardening, with zero chemicals.

Some properties use the fresh produce directly-for example, the canteen at Sunset Gower Studios incorporates vegetables and herbs from fourteen on-site gardens into the meals it serves our clients and employees-while other properties donate the produce to local charities. At our headquarters building, 11601 Wilshire, we have thirty gardens on the roof and partner with the Westside Food Bank to deliver each week's harvest to homeless veterans across the street at the West Los Angeles Veterans Administration (VA) campus. We see this "roof-to-table" partnership as a win-win that engages tenants and employees, supports local communities, and demonstrates a new model for how commercial office companies can optimize under-utilized spaces.

‌Social Impact

‌Tenant Engagement

In today's office market, a hospitality mindset helps differentiate Class A assets and transform them from workplaces into destinations where employees are excited to spend their days. Some of our office properties are public landmarks with dedicated events programming teams that have been delivering world-class activations for years.

The iconic Ferry Building in San Francisco, for example, is located in the center of the city's financial, banking and transportation district. The building has been a gathering space since it first opened in 1898, serving as a transportation hub with four active ferry terminals, providing 266,000 square feet of office space on the second and third floors, and maintaining a ground-floor Marketplace with over 50 artisan merchants and local food providers. The Ferry Building hosts a renowned farmers market three times a week as well as various cultural and recreational programs open to tenants and the community, including yoga classes, outdoor film screenings, live music, educational culinary classes and more. It also offers versatile on-site event and meeting spaces that tenants and outside guests can rent for meetings, conferences and social gatherings.

Similarly, the Bentall Centre in downtown Vancouver is a beloved 1.5 million-square-foot campus with four office towers, multiple open plaza spaces, and over 60,000 square feet of restaurants, shops and services located both at street-level and in a below-grade retail concourse that connects directly to one of the city's main Skytrain stations. The asset has world-class amenities including conference facilities, an Athletic Centre and Wellness Studio, end-of-trip facility with bike storage and shower facilities, car share and EV charging stations, dog lounge, and extensive year-round programming. In 2025, Bentall Centre had 134 days of activations through 46 unique events including a public disco, marathon block party, jazz festival, and Octoberfest celebration. Together these events saw over 15,000 attendees and elevated the Bentall Centre experience for tenants, retailers, and community members alike.

Each year we continue to improve our events and programming capabilities so that we can bring similar experiences to other strategic assets such as Rincon Center and 901 Market in San Francisco or Washington 1000 and 450 Alaskan in Seattle. These programs enhance the foundational tenant engagement activities we have long offered at all multi-tenant properties, including but not limited to regular tenant appreciation events, a mobile app to enable easier tenant-landlord communications, and annual tenant satisfaction surveys. Collectively, these offerings draw tenants and facilitate leasing by improving the quality of life for tenants, creating a vibrant community atmosphere, and making our properties more desirable places to work. Case in point: both the Ferry Building and Bentall Centre have averaged an over 90% leased rate since the pandemic.

Healthy Buildings

OF OFFICE PORTFOLIO IS FITWEL CERTIFIED

52%

The underlying quality of our tenant base implies that they expect their office environments to support a healthy, happy workforce. Approximately 52% of our inservice office portfolio square footage was Fitwel certified at year-end 2025, and most of our buildings have key health and wellness features like drinking water stations, healthy food, natural light, functional outdoor space, and on-site fitness centers.

We also maintain a robust health and safety program, with oversight from a Safety Leadership Team consisting of our People & Culture and Engineering leaders. This team maintains the Company's Safety Handbook, which is accessible to all employees and outlines general safety rules for the workplace, key elements of our injury and illness prevention program, our accident reporting and investigation plan, and our approach to employee-wide emergency communications. We develop standard operating procedures (SOPs) to codify our safety expectations and conduct an annual operational audit of all properties to confirm these SOPs are implemented across the organization. The Safety Leadership Team also partners with our Operations leaders to maintain a detailed Emergency Response Guide that provides guidance and resources to help our property teams prepare for and respond to building emergencies. We have a fire life safety system impairment process to ensure fire sprinklers and smoke alarms are returned to service daily, and our properties conduct fire drills and other scenario-based preparedness events regularly. We maintain emergency communications systems that send text messages, emails or phone calls alerting employees, customers and vendors in case of an incident that would affect the normal day-to-day operations of our organization. The employee-facing communications system has a response feature that allows employees to respond back with their status.

Using real-time data to inform our earthquake response strategy

Many of our cities offer a Building Occupancy Resumption Program (BORP) to help shorten wait times for post-earthquake inspections and speed re-occupancy of buildings. We have enrolled all assets in these jurisdictions in the local BORP and instituted voluntary BORP for all the remaining assets across our portfolio. We have also rolled out a fully automated earthquake notification and damage estimation system across the office portfolio to help prioritize post-

earthquake inspections, retained six structural engineering firms to be on notice for post-earthquake inspections, and installed over 100 sensors to provide real-time data on the local impact of any earthquake. With instant access to real-world risk assessment data for each building after an earthquake, we can prioritize where to send our engineering teams to inspect potential damage. The system is also useful during light-to-moderate earthquakes that are not catastrophic yet occur frequently and are often felt by occupants. Withing the past year, over a dozen of these earthquakes hit the West Coast within the vicinity of our assets, and our sensor system enabled us to quickly conclude that there was minimal impact on our buildings and no need to send engineers out for inspections.

In addition to our workplace safety and emergency response programs, we maintain a library of supplemental policies, including an Earthquake Response Policy, Water Intrusion Response Policy, and Indoor Air Quality Policy that outlines baseline requirements for our real estate portfolio-including smoke-free policies at all buildings and the use of MERV-13+ air filters wherever possible-and provides guidance on topics like proper appliance installation, housekeeping best practices, and use of low-emitting materials. We also require all employees to undergo mandatory annual training on the workplace safety expectations included in the Safety Handbook and provide supplemental training for construction, engineering, and development teams to ensure safety at construction sites when managing projects. We also require operations teams-including both our own employees and third-party vendors-to undergo annual emergency response training on nine emergency situations: earthquakes, elevator entrapment, power outages, water intrusion, civil disturbance, hazardous materials release, bomb threat, fire, and violence in the workplace. We deliver approximately 1,500 hours of safety training annually across these programs.

Disclaimer

Hudson Pacific Properties Inc. published this content on April 15, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on April 15, 2026 at 01:21 UTC.