HLM Architects - Regenerative Architecture

Submission by HLM Architects.

Being a good ancestor

Practice

1. Does the practice have a clearly stated purpose aligned with the planetary emergency? We are looking for a bold ambition here, and a practice culture which recognises the need for long-term thinking. For example, a strong mission, a theory of change, or a sustainability roadmap.

HLM’s ethos is to create ‘Thoughtful Design for a Regenerative Future’. We aim to create places that not only reduce harm but actively help heal.

This year we are committing to Science Based Targets Verification and to long-term carbon removal programmes for our residual practice emissions. We aim to be net zero in operations and for all our projects to be regenerative by 2040. Everything we design from 2025 will meet the RIBA 2030 Sustainable Outcomes and we now see net zero as the baseline.

The next frontier is regenerative design: restoring ecosystems and sequestering carbon. HLM are investing in research on regenerative materials, design and construction methods using bio-based and geologically abundant materials that offer potential for net-positive impact. We have published our Circular Twin and Regenerative Twin research, are founding members of the Regenerative Materials First Hub and are advisors on the UKGBC Systems Change Programme.

2. Does the practice have a clear succession plan, which passes on ownership and protects the values and legacy of those who built and contributed to the practice? For example is the practice an employee owned trust.

HLM completed a 10-year succession plan in 2025 with previous board members stepping back into strategic roles and ownership transferring to an Employee Ownership Trust. This sets a strong foundation for our sustainable growth, ensuring founding values evolve, not erode. It secures intergenerational continuity and reinforces our people-first culture.

Stewardship of the company now lies with a new board, consisting of individuals who have been shaping the culture of HLM for many years. This group includes directors for sustainability and technology to maintain our progressive approach.

Alongside this a Voice Hub, selected from a diverse group of employees, act as a conduit for staff to contribute to the long-term direction of the company. The HLM Academy supports everyone along their career journey, capturing passions, driving innovation and also ensuring we continue to grow a diverse and capable group of future leaders who reflect our values and support our long-term success.

3. Does the practice share research and knowledge for the benefit of society and the wider world? For example, you regularly carry out post occupancy evaluation and share information with others.

We recognise the collective duty of the construction industry to invest in research that informs future environmental and sustainable design practices. This award-winning research has been presented at conferences and published, showcasing our commitment to transparency and knowledge sharing to help future generations.

Examples include:

The Edigi2Life project for Innovate UK. HLM, IES, University of Glasgow and Sciencescope developed a campus Digital Twin, evolving compliance building models to operational/live digital twins optimising building whole-life performance.
The ‘Modern Methods of Construction (MMC) Standardisation Research and Kit of Parts’ research for the Department for Levelling Up, Housing and Communities to inform the use of standard components.
The Circular/Regenerative twin. This collaborative project explored ‘What happens if we put carbon before capex?’, and how projects can support local business growth and create a community voice bringing both environmental and social value. The finding from this industry-wide collaboration are publicly accessible through SCAPE.

Project

1. Does the practice advocate for long-term thinking at the outset of projects? Do you initiate projects with long-term thinking and challenge the client on design life? Also, can the practice demonstrate that this approach has worked – with a shorter or longer design life, or an innovative approach to financing or payback period?

Over 60% of our work comes from repeat business which allows us to build strong relationships with client teams and challenge briefs. Our Thoughtful Design Toolkit then helps us navigate through stakeholder engagement to anticipate future needs and identify wider opportunities to create lasting project impacts.

At the National Manufacturing Institute Scotland we analysed and reviewed all primary elements of the design to reduce carbon footprint and material wastage. This resulted in an innovative diagrid glulam frame with a reduction in embodied carbon of approx. 700 tonnes, compared to steel.

Our 2-year Regenerative Twin study used a standard secondary school design and applied revised project transition plan with supply chain being involved from the beginning. The main question we asked was: ‘what if we put regenerative principles before capital expenditure?’. The results were whole life carbon reductions of 84% with the increase in capital costs being offset within 11 years.

2. Do your projects take account of the future climate and the need for resilience? For example, do the projects demonstrate flexibility, design for adaptation, design for disassembly, non-deterministic solutions, or demountable structures.

HLM Architects addresses future climate risk by undertaking our designs through climate analysis/modelling and dynamic overheating analysis, retaining existing structures, and prioritising durable, low-impact materials aligned with circular principles. Integrating adaptability, disassembly, and circularity from the outset by using Modern Methods of Construction wherever possible supports both flexible use and future reconfiguration.

This approach is illustrated by LIHE, a Research Eco-system. It enables academics, clinicians, engineers, entrepreneurs, and industry specialists to expand/develop ideas and test these ideas in nearby labs and real-world hospital settings.

We imagined the building’s floorplates as a stage that enables spaces to be reconfigured in a matter of days/hours to suit ever changing research teams needs. Using flat slabs and locally stored demountable elements that fix to a grid of bulkheads acoustically attenuated spaces are created that easily flex from open plan to cellular as teams needs change and evolve.

3. Do the majority of your projects go beyond mitigating negatives and towards optimising positives? For example, are they meeting or exceeding the RIBA 2030 Challenge.

Many of our projects have been designed to meet or exceed the RIBA 2030 Sustainable Outcomes, with a clear trajectory to reach full alignment in advance of 2030. We strive to design for net zero operational and embodied carbon, embed circular economy principles, and optimise environmental and social value from the outset. Our teams enhance site biodiversity and create award winning sustainable environments that support equality, diversity and inclusion.

We invest in tools like HLM_Place, a digital toolkit for informed decision-making, allowing clients to achieve both operational efficiency and long-term sustainability goals, prioritising carbon, biodiversity, and well-being.

Our participation in initiatives such as the UKGBC Systems Change programme and Regenerative Materials First Hub showcases this dedication to optimising transdisciplinary collaboration across researchers, industry and policy makers. This investment and research helps us drive positive change to make a more environmentally conscious and resilient world.

Co-evolving with nature

Practice

1. Does the practice use biophilia within the office or regularly host meetings and retreats in natural settings? For example do you have extensive planting within the office or rely on natural patterns and imagery for stress relief or quiet areas.

As an architectural and landscape practice we integrate biophilic design principles across all our studios to support staff wellbeing, focus and creativity. We encourage staff to travel to our studios by walking or cycling. Once there, indoor planting, natural textures and colours create restorative environments that promote calm and productivity. While communal tea breaks encourage staff to leave their desks and socialise, we also provide quieter areas that allow staff to reflect and refocus.

Plant Swaps, green fingered sessions and Studio Connect Days encourage staff to engage in nature-based activities such as tree planting, nature walks, and learning about regenerative landscapes. These shared experiences build team cohesion and deepen our ecological awareness.

At HLM, biophilia is not an aesthetic add-on but a reflection of our regenerative ethos. We believe immersing our team in nature strengthens our ability to design places that are not only sustainable but actively restorative.

2. Can the practice share examples where it has considered nature in decision making? For example by having a nature proxy to encourage eco-centric decision making, using natural systems as inspiration for the company structure, recognising the seasonal nature of people’s capacity and workload or celebrating equinoxes and solstices together.

We actively support flexible working to reflect seasonal capacity and encourage time in nature to creates a positive work life balance essential for staff wellbeing. Flexible working is also a part of our Carbon Reduction Plan as it reduces staff commuting. Studio locations provide local teams in each UK and Ireland nation rather than a centralised location, city centre studios encourage public transport use and green travel, and promotion of technology reduces travel on projects.

All projects undertake a series of design reviews which consider sustainability and environmental stewardship. These reviews act as ombudsperson for future generations designs.

Each year staff well-being is supported by a week-long wellbeing campaign to encourage and help employees to self-manage their health and highlight all the tools and resources available to help then grow.

These practices embed an eco-centric mindset in our design and working culture and strengthen our commitment to planetary care.

3. Is the practice supporting nature locally and nationally? For example, does the practice support local gardens, gardeners, planting programmes, rewilding programmes or advocate for changes in legislation to protect nature.

We support nature through landscape-led design and community-led projects, many of which include edible landscapes and biodiverse green spaces to help people connect with nature.

Alongside this we are:

Contributors to the Landscape Institutes Embodied Carbon working group advocating the design and delivery of low carbon landscapes and carbon sequestration.

Members of Wood Knowledge Wales’ “regenerative materials first” initiative – a cross-sector collective taking action to use home grown timber and other regenerative and renewable materials.

Engaging in national dialogue through the UKGBC Systems Change programme, helping to shape strategies that embed nature recovery in the built environment.

Contributing to Coed Caerdydd, Cardiffs 10-year tree canopy initiative, participating in regular community planting events that strengthen local ecosystems.

Working with Developing the Young Workforce on landscape based social outreach

These activities reflect our belief that we must help restore natural systems at every scale, from neighbourhood to nation.

Project

1. Can the practice demonstrate projects which strive to match the performance of a mature ecosystem? As a minimum this would mean achieving biodiversity net gain.

Across our projects we apply the WELL Building Standard to enhance air quality, daylight and occupant wellbeing. Our projects routinely exceed minimum Biodiversity Net Gain requirements. Guildford Park Road is currently achieving more than 20% (planning stage), prioritising existing habitat protection before enhancing biodiversity on-site.

We integrate nature into decision-making using regenerative principles and ecological intelligence. Our landscape team utilises an Urban Greening Factor metric to assess green infrastructure from early stages supporting nature-positive decisions grounded in evidence.

At Lincoln Medical School biodiversity was increased by introducing a new public square and living wall to reflect university environmental aspirations.

Wave project did not only preserve existing wildlife corridors on site but supplemented this with rain gardens, providing biodiversity net gain and help alleviate localised flooding adjacent to the site. The landscape design included drought resistant planting, dry stone walling and over 80 flowering trees to support birds, insects and pollinators.

2. Is the practice working on material stewardship? For example, evidence could be shown through repeated use of low carbon materials, extensive material libraries and research or publications supporting responsible use of materials and elimination of waste.

At Lincoln Medical School biodiversity was increased by introducing a new public square and living wall to reflect university environmental aspirations.

3. Do the majority of projects demonstrate the use of biologically-inspired approaches such as Bioregionalism, Biophilia, Biomimicry, Ecomimicry (also referred to as Ecosystems Thinking, Industrial Ecology or Industrial Symbiosis) or BioTRIZ?

Our biologically-inspired approach involves integrating the principles of biomimicry, biophilic design, and passive design strategies to create sustainable and environmentally friendly spaces inspired by and in harmony with nature.

NMIS: biophilia and mimicry played a big role in internal and external design through incorporating green roof, internal green wall and rain gardens.

The Wave: through enhancing existing green spaces, biodiversity was provided with improved green links across the development for birds, insects, and pollinators. To help with water management, ecomimicry was accomplished through urban rain gardens.

Carnival Pool: ecomimicry was achieved through green and blue infrastructure such as rain gardens running the length of the site and incorporating swales. It mimics the natural storm water run off and prevents flooding.

We utilise tools like Urban Greening Factor and circular design methods to help us mimic the function of natural systems, including resource flows, biodiversity patterns, and local climatic adaptation.

Creating a just space for people

Practice

1. Does the practice have a progressive EDI policy and can you evidence many forms of diversity, which are welcomed and acknowledged, within the practice?

Our EDI approach is audited annually through our ISO 9001:2015 accreditation, ensuring equal treatment and promoting equity for staff, clients, and collaborators. Our Diversity, Inclusion and Belonging Group developed our I-BELONG Framework and Guiding Principles, Be-Thoughtful, Be-Curious, Be-You and hold inclusivity forums, awareness and social events to celebrate our diverse workforce.

We are vocal members of the RIBA Future Leaders Steering Group, Race Forum and EDI Leaders Group, signatories of the Social Mobility Pledge and Business in the Community’s Opening Doors Campaign. We are founding members of the Trailblazer Group which developed two Architectural Apprenticeship Standards providing more accessible routes of entry into our profession.

We support architectural careers in unrepresented areas with 50% of work experience placements protected for schools in low social mobility areas and care leavers. Our team includes over 15 nationalities, our gender split is 46/54 female/male, and 50% of our studios are led by women.

2. Does the practice operate a no overtime culture, meet the living wage consistently, and stipulate a fair salary ratio between staff of all levels?

Our inclusive Employee Ownership structure reflects our staff centric approach. We provide collective rewards with our profit-sharing scheme ensuring benefits are spread equitably across the team.

All employees are paid above the Real Living Wage. Our pay structure is regularly reviewed to ensure market competitiveness and annual salary reviews, gender pay gap analysis and benchmarking maintain fair salaries. Our Lifestyle Package also provides cost of living financial support. We operate a no overtime culture. Staff are encouraged to accurately record time to monitor this.

To create surety of employment and resilience we partner with local organisations, second staff from other practices or lean into external skill-sets to deal with resource fluctuations. Our SMARTBlend policy supports job-sharing, part-time, term-time and staggered hours, back-to-work schemes for parents, keeping-in-touch days, career breaks, sabbaticals and the option to work 50% of their time remotely all help employees maintain a healthy work/life balance.

3. Does the practice support charities, community groups, social enterprises, action groups and others through pro-bono work, charitable giving or in-kind donations?

As part of our ‘Give-Every-Child-A-Chance’ programme, we’re Ambassadors for our local authority ‘See-it-Be-it’ programme, going into primary and secondary schools helping pupils understand different career paths open to them. We hold year-long design competitions, monthly skills workshops, and help students prepare CVs. We tutor and sponsor student awards and protect 50% of work experience placements for schools in low social mobility areas.

Community bonds are important to us. We carry out pro-bono design work, grant employee’s paid volunteering days and match fund employee fundraising activities. Our Connect Days focus on supporting local action groups. Spare office furniture/equipment is donated to charities. In 2000 we co-founded a Charity Construction Ball, and so far have raised over £400,000 to date for charities including the Sheffield Children’s Hospital, St Lukes Hospice and Cash For Kids. Last year, 55% of our employees were involved in outreach activities with over 4,100 hours invested.

4. Does the practice publicly refuse to work with certain clients, suppliers or organisations on ethical grounds?

Our new opportunity go/no-go process includes a decision matrix with key questions to assess the alignment between our environmental and cultural values and those of potential clients, including their adherence to the Modern Slavery Act 2015 and anti-bribery legislation. These obligations are expressly incorporated into the terms of our contracts. This systematic ethical gateway prevents us from engaging with clients whose practices do not align with our own values and standards.

Similarly, our sub-consultant pre-qualification due diligence includes questions about unlawful discrimination, complaints upheld by the Equality and Human Rights Commission, and convictions for breaching environmental legislation as well as their compliance with our modern slavery policy and anti-bribery policy.

This rigorous assessment process helps us maintain ethical integrity, supporting our commitment to partnering only with organisations that share our values and principles.

Project

1. Do the projects demonstrate deep engagement with local stakeholders and end users? For example, is there evidence that your project engagement goes beyond consultation towards co-design?

Our collaborative approach to design uses a range of engagement techniques to ensure everyone has a voice, particularly those who are neurodiverse or socially anxious. Community workshops, design charettes and our award-winning Insight Tool are used to understand project expectations and opportunities for wider reaching value.

An example of this is Ysgol Pen Rhos, where we worked with staff, students, and the local community to create a new primary school model that integrates educational and environmental goals, enriching the educational experience through nature-based learning.
Situated on a formerly disused factory site the school plays a vital role in revitalising the area.

“The new school is at the centre of change in this part of Llanelli and the children at Ysgol Pen Rhos. Our children chose the furniture, the teachers modelled their classrooms, the community we serve is ready to embrace and share the magical school we have.” – Head Teacher.

2. Do your projects create connected and resilient places which positively contribute to their neighbourhoods and allow equality of access? For example, do your projects create economic opportunity, retain value locally and generate social value?

To strengthen communities, build resilience, and ensure equality of access we identify and actively engage with a wide range of stakeholders through community workshops and design charettes.

The Wave is a dynamic hub where university students and local communities come together for collaborative opportunities and to create social value. Public pocket parks provide external social spaces, the central atria acts as a performance/community space while the café hosts community events, like Weston Park Cancer Charity Coffee Mornings. The project won the BCIA Social Infrastructure Project of the Year Award.

Dromore Place Plan reflects the input of over 1000 residents and stakeholders. It outlines a strategic vision for the place, detailing five outcomes, aimed at enhancing residents’ quality of life, preserving the unique character of the area whilst stimulating economic growth. This collaborative approach ensured that the plan reflects the genuine needs/aspirations of those who live and work in Dromore.

3. Do the majority of your projects promote equity in society, and consider all people, not only the building inhabitants? For example, do your projects show due regard for workers within the supply chain and take active steps to avoid modern slavery?

Our designs consider building users, the wider community and the onsite team delivering projects. Embedding equity, safety, and access into every project is fundamental. Consequently, HLM embraces offsite manufacture, believing this to reduce construction health and safety risk.

Every project is considered from a local perspective with inclusive community consultation, reaching out to unheard voices to design spaces that are accessible, welcoming and responsive to diverse needs, whilst also supporting local employment and supply chains. When partnering with local consultants and supply chains we carry out use due diligence checks and reciprocal commitments to ensure our own ethical approach is maintained.

At Tigh na Croit, one of the most northerly certified Passivhaus schemes in the UK, our design referenced traditional steading with scale, proportions, materials and building form contextually relevant to the rural landscape. Local materials and skills craftspeople were all part of a regenerative supply chain.