b"BACK TO NAVIGATIONDuring the rapid expansion of flexible working arrangements, many of the assumptions and perceived pain points have been tested and found to be overstated or manageable by organisation-wide commitment, flexibility and adaptation.One advantage of this rapid and universal uptake is that while most lawyers and support staff are working from home, but their clients are also similarly disrupted and many courts have also switched to remote or highly restricted hearings, electronic lodging and other document processing. This critical mass of everyone being in the same situation has led to a greater tolerance, acceptance and adjustments in working practice but it has also driven synergies and alignment that would have not been possible without such a rapid and universal change. Benefits of Progress The transformation of work practices that have been in place for many generations has addressed the doubts about the productivity and effectiveness of remote working and demonstrated a wide range of organisational benefits. From the perspective of law firms, flexible working has delivered many benefits including: operation continuity in times of extreme disruption attracting new talentreduced absenteeism higher retentionhigher individual performance improved organisational performance and productivity. Most law firms have maintained their levels of productivity and profitability. Workers have also reported increased productivity, flexibility and improved lifestyle as flexible working has allowed many people to pivot to meet new personal priorities. This not only includes taking on the additional responsibility associated with caring for children at home following school and childcare restrictions, other requirements such as caring for elderly relatives or those with a disability and in many instances, has created an opportunity for workers to incorporate into their day some physical activity to help manage their health and well-being. The increased engagement of men in caring for children and other family members during lockdown has provided an opportunity for them to actively support and contribute to the family dynamics and provide support where they would otherwise be absent.However, it is becoming increasingly evident that what we are seeing now is not truly flexible working. Working from home, or remote working, is only one component of flexible working and there is a difference between work from home as an option and being forced to work from home, as has been the case with lockdown. Forcing workers to work from home doesnt provide workers the flexibility to choose the best workplace to suit their personal circumstances, the needs of their work or their needs for face- to- face connections. In addition, the pace and extent of the change has made it difficult for firms to manage some of the complexities felt by businesses and employees. For many workers, caring responsibilities for children and elderly relatives increased the demands on their time. The closure of schools and childcare services combined with the closure of community workspaces such as libraries, cafes and shared workspaces, transferred the responsibility for the provision of care and supervised learning to parents whilst they also managed their work commitments - often in disrupted home environments.Unsuitable workspaces and competition for available workspaces for those in insecure or shared housing presented other challenges PARENTAL LEAVE OPTIONS FLEXIBLE LEAVE OPTIONS100%Career break / Sabbaticals90%80% Child Care70% Phased retirement60%Time in lieu50%40% Remote working tools and systems30% Job sharing20%Carer's leave10%0% Unpaid leavePaid leave for Paid leave for Additional leaveprimary care giver secondary care giver without pay available Flexible hours of work0% 20% 40% 60% 80% 100%Perecentage of firmsAverage number of initiatives per firm: 1227"