Morgan Sindall Construction achieves Investors in People Platinum for the third consecutive time

Investors in People is an independent, internationally recognised standard for people management, defining what it takes to lead, support and manage people effectively to achieve sustainable business results. Morgan Sindall Construction is one of 7% of organisations internationally to have achieved Platinum status, the highest accolade.

An IIP spokesperson said,

Morgan Sindall Construction’s achievement of Investors In People Platinum and We Invest in Wellbeing Gold together, tells a powerful story of an organisation that invests in its people, champions wellbeing, and leads by example in shaping workplaces where individuals thrive. As one of only a select group of organisations to achieve the Platinum Award for We Invest in People, the business demonstrates what is possible when leadership, values, and care for people are aligned with operational excellence. The Gold Award recognition for We Invest in Wellbeing further highlights the organisation’s holistic approach—ensuring that success is measured not just in projects delivered, but in lives positively impacted.

As part of the IIP accreditation, Morgan Sindall undertook an independent survey with 72% of the organisation responding. In addition, there were 45 one-to-one employee interviews across its network of projects and offices across the UK for the IIP assessor to gain a more in-depth understanding of the culture of the business.

Pat Boyle, managing director for Morgan Sindall Construction said,

Retaining our Platinum status and achieving Gold for wellbeing is a testament to the incredible work our teams do across the UK to create a positive culture across the business. This culture has helped us record a positive performance, despite some significant global challenges impacting our business and the people within it.

Talented people are key to our success

As part of one of its long-standing values, Morgan Sindall Construction operates a decentralised philosophy as part of its business model. For customers this means that strategic decisions are made locally, adapting to the needs of local authorities and communities.

The decentralised culture extends to employees too, so whilst the business as a whole offers a programme of employee benefits and health and wellbeing support, it’s at a local level by individuals, line managers, projects and offices that much of the culture is uniquely developed and applied.

Examples of this include; increasing awareness events that resonate with the business-locality, adopting and testing agile working methods on an individual or project level – rather than implementing business-wide inflexible mandates, and offering people the opportunity to volunteer in their local community or undertake additional training such as becoming a mental health first aider or supporting others in the business as a mentor.

Pat Boyle, continued, “Our decentralised culture is a strong part of our business, and it continues to demonstrate to our employees that they are trusted and empowered to make decisions. But within that there’s plenty of room for collaboration and knowledge sharing. This has meant that collectively we’ve shared some significant business-wide achievements in the past year that we’re immensely proud of.”