An architecture and design company with five studios across the UK, HLM wants its workforce to be as sustainable as its business.

Senior managers believe its “One Team” culture is central to its success and to this year's evolutionary transition to an Employee Owned Trust and a new profit-sharing scheme that should both benefit individual wellbeing and financial rewards.

Long-standing collaboration within the firm across its five centres – Sheffield, London, Belfast, Cardiff and Glasgow - has helped staff to cope with the move to remote working caused by the pandemic. A commitment to “blended” working has been strengthened with individuals now being encouraged to work where they perform best, whether that is a studio, their home, a cafe or a park bench. New employee digital “VoiceHubs” have been introduced so that all employees have a say in designing the workplace of the future.

Mental health first aiders have been trained to help staff struggling with pandemic-related stresses while “Walk-Out-Wednesdays” have been developed to encourage employees to take time out in the fresh air and share the highlights of their “netwalking” and photographs of their own areas with colleagues.

Flexible working is part of HLM's ethos with all staff empowered to take charge of their own time as long as communication with managers is effective and undue pressure not placed on colleagues. Output, the firm says, is important not hours put in.