The majority of our £4.2m turnover derives from repeat business and framework commissions, a testament to the quality of our team and service.
It’s not unusual to be facing challenges or uncertainty in our industry but we wish to avoid falling into the trap of working longer hours and doing more for less in response to those challenges, which results in high staff turnover, poor health and a lack of long term investment in people’s development.
LSI aspires to be the best employer in the construction industry in order to become a better architectural practice so regardless of external conditions, we want our people to become happier, healthier, and more skilled and motivated to deliver the quality design and committed service our clients expect from us.
We look after our staff, not just because of our legal obligations, but because they are our greatest investment: all of our output is from our team, and without them we would have no business.
It is also a significant challenge to attract the industry’s best talent, so our approach to people development is one that we believe is vital to differentiate us in the market. Our approach also considers the challenge of a shrinking pool of talent available to businesses. We believe it is hugely beneficial for young people to be in contact with inspirational adults.
There is growing recognition of the importance of mental health and wellbeing in the workplace, and we believe LSI’s approach in this area is industry leading.