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BUSINESS NEWS NCDOT SELECTS DEWBERRY FOR 2021 COMPREHENSIVE ENVIRONMENTAL ANALYSIS UNIT CONTRACT Dewberry , a privately held professional services firm, has announced that it has been selected by the North Carolina Department of Transportation for the 2021 Environmental Analysis Unit limited services contract. As part of the contract, Dewberry will support NCDOT’s various transportation projects by providing natural environment studies, historic architectural and historic landscape analyses, public involvement and community studies assistance, archaeological investigations, visualization products, and traffic noise analysis services. This will allow the firm to provide ecological, cultural, and community studies to NCDOT as part of the transportation

project delivery process, including unique environmental services, such as mussel and aquatics surveys and virtual public engagement. “Protecting our environment and mitigating impacts to local natural and community resources iscritical for successful transportation projects,” says Dewberry Contract Manager and Associate Beth Smyre, PE. “We have a dynamic team of environmental specialists in North Carolina and throughout the country who will bring their expertise to this contract, and I’m excited for this opportunity to continue our support of NCDOT.” The state-wide contract supports NCDOT’s environmental compliance goals and is valued at $3 million. Dewberry is a leading, market-facing firm with

a proven history of providing professional services to a wide variety of public- and private-sector clients. Recognized for combining unsurpassed commitment to client service with deep subject matter expertise, Dewberry is dedicated to solving clients’most complex challenges and transforming their communities. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide. Dewberry’s mission is to create responsible and innovative solutions for those who own, operate, and maintain natural and built environments. Dewberry values lasting relationships, achieving its clients’ visions, and celebrating in their success.

JULIA DEFRANCES, from page 9

on record. We grew our employee-base to more than 350 employees, exceeded our revenue goals, and added three new offices. BL had been successful fully remote, so why, as we contemplated the future, wouldn’t a mix of options also work? After a year of fully remote work and consistently inconsistent employee needs, BL’s senior leadership team came to a decision – starting in September, employees were allowed to choose whichever work option met their needs best, with the ability to change their selection as their lives and circumstances change. This decision was very well-received by employees, with many relieved they weren’t being forced into an option that didn’t work for them. Now, those who value quiet, uninterrupted focus time don’t need to worry about readjusting to an open office. Those who miss the energy of in-person collaboration aren’t stuck feeling isolated. And those who need a little bit of both can set whatever hybrid schedule works best for them. A lot of people had been holding their breath, waiting to see what BL would decide. Now, they could finally exhale. In the wake of a major disruption, it’s natural to want to go back to normal. Many firms have done just that. But it’s important to remember that employees are your firm’s most important asset, and their needs are critical to your continued success. BL is fortunate that we have the resources and infrastructure to offer a way to make everyone happy, but ultimately, what your firm decides is less important than how you go about making that decision. Employees need to feel safe, heard, and connected. Take this opportunity to open up a new communication pathway and listen to how your team is feeling. Regardless of your firm’s reopening decision, this will be another new transition and another readjustment. Another change. But if the pandemic has taught us anything, it’s that change will always come – what’s important is how you meet it. JULIA DEFRANCES is a marketing coordinator at BL Companies, Inc. She can be reached at jdefrances@blcompanies.com.

allowing them an open forum to share their varying concerns, questions, and priorities with the leadership team. This employee feedback was invaluable, because it allowed us to recognize early on that our employees did not have uniform needs. After a few months of remote work, we launched the first of several firm-wide surveys to gauge interest in returning to the office. This survey was an opportunity for employees to share directly how they felt about returning to in-office work on a voluntary basis, without fear of being held to a permanent decision or judged. Ultimately, responses were mixed between those who wished to remain fully remote, those who wished to be fully in-office, and those who wished to be hybrid. Subsequent surveys and discussions found similar results – there was a split between all three “return” options. “Take this opportunity to open up a new communication pathway and listen to how your team is feeling. Regardless of your firm’s reopening decision, this will be another new transition and another readjustment. Another change.” While there was no single decision that would make everyone happy, it was clear that allowing remote and hybrid options alongside fully in-office workers would mean a lot of changes to how our firm operates. But ultimately, BL had already been changed. We’d moved our employee leadership training (which all new employees regardless of level go through) from a three-day marathon retreat to a virtual, multi-week workshop. We held our first ever fully virtual ESOP Month, continuing the tradition of celebrating our employee-owners with a month of games, treats, and prizes. We found new ways to mentor, communicate, and succeed. And despite the uncertainty and challenges of 2020, it turned out to be BL’s best year

THE ZWEIG LETTER SEPTEMBER 27, 2021, ISSUE 1410

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