Invest in, attract and develop high-quality people

Infrastructure is more than concrete, steel and glass. People are pivotal to successful project delivery and efficient infrastructure operations. Future skills needs are exacerbated by current shortages. Over the past decade, engineers, architects, construction managers and surveyors have all been in high demand, as have trades such as welders, bricklayers, plumbers and electricians.28

With increased activity and more complex projects lying ahead, the 'people' element of infrastructure should be prioritised.

An important part of this challenge is finding and developing the next generation of leaders. Governments need to act decisively to attract, develop and retain existing and potential project leaders in the public service and across the industry.29

Developing skills beyond leadership in the broader workforce also needs attention. The prevailing approach to developing individuals is to rely on them to incrementally learn from on-the-job project work. A new approach is needed to develop the capabilities organisations and the wider industry need for tomorrow.30 For example, it will be difficult to find leadership and skills in digital and modern methods of construction if these opportunities are relatively rare within public infrastructure projects.

A broader, more diverse workforce will encourage new leadership, but the Australian construction sector remains highly male dominated.31 In 2020, women made up less than 13% of the total construction sector workforce, with over three quarters of this proportion engaged in clerical or administrative roles.

What is required is meaningful long-term partnerships with the education sector, students and sector employers - including governments - that are informed by the future pipeline of projects. It is critical these relationships seek to attract a diverse and inclusive workforce, and target the skills required for tomorrow's infrastructure.

The Australian Government and the National Skills Commission should help develop these skills through a national workforce attraction and retention strategy. Together, they could uncover gaps in workforce capabilities, skills and training requirements when measured against current and future needs, and act to address them. This activity should be informed by a future skills assessment that aligns with a national vision for Australia's future infrastructure, as discussed in Reform 3.4 of this chapter.

The strategy should cover the entire infrastructure sector, including industry and relevant government departments and agencies. It should also include engaging with educational institutions to develop tailored programs, and providing financial support for education.

Training and development can take years, and the skills required for Australia's infrastructure workforce are likely to change. To ensure the infrastructure sector has the right people to deliver a national infrastructure vision, it must consider and develop the right skills today.