Build a positive culture through collaboration and policy

Industry and governments have jointly acknowledged the need to improve the culture of the infrastructure sector. Significant reform is already underway:

• The New South Wales and Victorian governments have established a roadmap to improve culture and practices with the construction industry through the Construction Industry Leadership Forum and the Construction Industry Culture Taskforce.

• Infrastructure NSW's 10-point commitment provides a roadmap to support the adoption of reform.32

• The Australian Building and Construction Industry Blueprint for Better Mental Health and Suicide Prevention and Consult Australia's Champions of Change initiatives also demonstrate the industry's commitment to reform and willingness to lead.33

• In the United Kingdom, the Construction Leadership Council presents a model for leadership and collaboration that could be adapted for the Australian context while building on existing industry and government initiatives.34

While the ambition is shared, cultural change is inherently hard to define and difficult to shift. It is also particularly challenging to create change from a central department or agency as culture is localised. Despite the challenge of change, the economic and societal benefits in creating a positive culture across the industry are clear.

A positive culture is one that values inclusion, ensures people feel comfortable enough to raise concerns, and promotes a thriving and productive environment where employees feel empowered to perform at a high level.35

" The economic and societal benefits in creating a positive culture across the industry are clear. "

The construction industry was flagged as high-risk in the recent Respect@Work national inquiry.36 Shifting to a positive culture is overdue, and will create new norms. The industry should promote the widespread adoption of practices that will create positive working environments, making the sector more attractive for future employees at all levels.

A positive culture can help prevent instances of harassment and disrespectful behaviour. These and other benefits will translate into a better performing, more productive industry. In addition, evidence shows a more positive workplace culture increases workplace diversity, creating higher-functioning and more accessible infrastructure.37

It also ensures governments have a bigger pool of resources that can deliver and operate infrastructure, reducing their exposure to delays and escalation.

One way governments can influence the sector is by using their buying power to drive positive cultural change.

Governments can begin by working with industry on a commitment to improve the sector's culture, such as pay equity, mental health, diversity in the workforce, working patterns, career progression, career breaks and mentoring.

Public sector leaders can become champions of change to drive behaviours, policies, and processes. A good example of leadership is the New South Wales Health Infrastructure partnership with Roberts Pizzarotti and the University of New South Wales on the Project 5 'Weekend for every worker' initiative at Concord Hospital in Sydney.38

Once established, subsequent public investments should follow the new standard. Governments could leverage existing arrangements, such as prequalification processes and/or social procurement frameworks to accelerate the transition.