You can feel it every day — employee ownership shapes our culture. That means the success of our company, and where we go from here, rests on all of our shoulders. It makes us accountable to ourselves and to each other. It’s our company, and our actions and engagement make the difference.
But if you really want to know what employee ownership means at HDR, our employees say it best.
Mo Mah | Design Principal
When employees become employee-owners, the investment is not only financial, but personal.
For Mo Mah, it’s an act of standing with the company and investing in ourselves, as well as our clients and communities.
“I believe in the company and its principles,” he said. “We prioritize the quality of service to our clients. We sincerely want our clients to be successful, first and foremost.”
As an architect working with public agencies, Mo sees success as a win for more than just the project managers or agencies overseeing a project. We are partnering together to deliver projects to improve the lives of the communities they serve.
“When you have a company that is committed to our clients’ success, we’re talking about a company that’s committed to a community’s success and growth and vibrancy,” he said.
Buying into the culture of a company simply means more to our employee-owners.
“It empowers people to feel invested in the company,” he said. “But also empowers them to understand who we are and what we stand for.”
Dennis Bruce | Principal Economist
To an economist like Dennis Bruce, the power of employee ownership is proven in the numbers.
“ESOPs are known to enhance productivity and profitability by all employee-owners having the same mindset to grow the business and continue to do things better,” he said.
This mindset is shared across every job type and office around the world at HDR. In 2005, Dennis joined HDR through part of our first international acquisition. Today, employees in Canada, Australia and Germany can take part in retirement plans that offer a form of synthetic equity, the value of which is equal to the market value of a share of HDR common stock.
“As an investor, it is another means of adding a different type of investment to my retirement portfolio and diversifying by adding to my international holdings,” he said. “I strongly believe investing in a diversified manner is important, and there is a role for our company stock in any portfolio mix.”
The continued success of our stock not only celebrates the investment of our time, talents and resources, but it is also a symbol of the deep commitment our employee-owners have to HDR. As Dennis explained, that is modeled especially well in our senior leadership.
“Their financial investment demonstrates a commitment to continue to grow the company and, therefore, the share price,” he said. “And to continue to do the right things for the right reasons.”
Isabella Walsh | Transportation Engineer
A culture of employee ownership elevates our perspective from to-do lists into tasks that both directly impact the success of the company and each individual simultaneously. Isabella Walsh, transportation engineer and chair of Omaha’s young professionals group, is keenly aware of the effect her daily interactions have on her industry, her company and herself.
“In my day-to-day job, I’m making sure that I’m improving our transportation system,” she said. “That’s the most important thing.”
With her clients’ best interests in mind, Isabella knows that her efforts help her company, and as an employee-owner, that also helps her career. She also recognizes how employee ownership shapes a culture that differentiates HDR from other organizations.
“A lot of our benefits come back to employee ownership,” she explained. “Because we know it directly benefits our stock, which directly benefits us.”
This mindset unifies teams through a shared purpose, and builds trust. For young professionals, the opportunity to take ownership in the organization they work for enhances their career growth and empowers them to invest in their futures.
“It makes it a better place to work,” she said. “When a company is employee-owned, it creates a cohesive atmosphere where everyone is working toward the same goal. It’s more of a team environment.”
Jerome Brown | Quality Office Director
In 2002, Jerome wasn’t thinking about retirement — let alone employee ownership. He was young, new to HDR and focused on living life to the fullest.
“Now I’m kicking myself,” he said. “You see the results and just think ‘wow.’”
Wow is right — and not just when looking at the financial benefits. It’s about how each of us operates. As an employee-owner today, Jerome likens it to owning vs. renting a car.
“When you own it, you take care of it differently than a rental,” he said. “I think in many organizations, people have the attitude of renters. They are not looking to leave a legacy or impact or nurture others. But when you own it — you treat it like you own it. That’s the magic sauce that keeps people here.”
All in all, it boils down to one thing, Jerome says.
“We matter. At some companies, you contribute but you might not matter. That’s not the case here: You really understand that you matter because you’re more than just an employee.”
Neil Richards | Senior Construction Engineer
Employee-owners experience collective prosperity and collective responsibility. Neil Richards, a senior construction engineer, recognizes that this responsibility guides his decision-making on projects.
“Our staff feel that the individual business decisions we make can have a small but direct impact on our profitability,” he said. “We are each spending or saving ‘our money’ when we make choices.”
Employee ownership enables better long-term decision-making throughout the company.
“HDR being privately held and employee-owned allows our leadership to plan with a longer horizon,” said Neil. “This certainly helps generate a stable business model that doesn’t create the whipsaw of quarter to quarter changes in how we approach our business.”
Our employees know that their hard work and investments in HDR have significant impacts on organizational outcomes.
“As an owner, I am keenly aware of how choices I and others make in scoping and contracting work affect our collective financial risk.”
Mary Knosby | Water Client Development Leader
Mary was eager to become an employee-owner right after starting at HDR, having come from a different employee-owned firm in Charlotte, North Carolina.
“Having come from another employee-owned company, I understood the value,” she said. “I had been exposed to it. I’m an engineer, so I love looking at the data, and the data quickly shows how successful HDR has been.”
Employee ownership also played a part in what attracted Mary to HDR in the first place.
“I liked being a consulting engineer, and with HDR’s presence in Charlotte and it being an employee-owned company, I knew I wanted to come here,” she said.
Mary now serves as a vice president and our client development lead for the water group in the South Atlantic area. She’s grown her career at HDR in part because of the opportunities she’s seen as an owner.
“It affects everything — the day-to-day decisions we make, the projects we execute, how we manage our budgets,” she said. “I just don’t believe it would exist in the same way if we were publicly traded. Our culture really lends itself to everyone being in that same mindset, so it makes it easy.”
Jared Harris | Area Manager
Jared joined HDR through an acquisition in 2002 and has been an employee-owner ever since.
He’s seen the way employee ownership has shaped our company.
“Just look at the way we treat each other – with respect,” he said. “That builds successful employees and comes from the culture of owning your own company. Every time I have to make a decision, I think ‘there are thousands of employee-owners depending on the decisions we make.’ That brings some tremendous pressure, but we all have a piece of our destiny.”
The impact isn’t just at the global level, either. It impacts each local office.
“One of the things we talk about is that employee ownership is so much more than financial,” he said. “You control your destiny and your outcomes.”
Jared also said that a colleague put it well during a strategic planning presentation.
“At publically traded companies, the strategic plans list the financial information upfront and the shareholder information after that,” he explained. “Our strategic plan starts with the employees, and the financials follow it. That’s representative of our company, too — it starts with each of us, and if we are all doing our part, the financial success will follow.”