Raising the bar for inclusive infrastructure: insights from global leaders

A proactive approach to diversity and inclusion within major infrastructure enterprises can have huge ripple effects. At a recent panel event we hosted, we discussed how we can better affect change, the importance of embedding inclusivity within client organisations, the power of programmes to drive this thinking into the wider industry and the outcomes that can be achieved as a result.

Across the sector, many client organisations are already making progress. They are revisiting their culture, their procurement strategies and how they measure social value from projects. However, we must be proactive in tackling the barriers to inclusion that remain.

In November 2023, as part of our series Transforming the performance of major programmes, we brought together industry leaders on diversity, equity and inclusion to discuss how to overcome these challenges:

• Michael Garner, Chief Business Diversity Officer, The City of New York Government
• Laura Doughty, Head of Culture, Engagement and Sustainability, Sellafield
• Emlyn Taylor, Managing Director, Rotary & Missions Systems UK and Lockheed Martin
• Alistair Awcock, Infrastructure Director, Heathrow Airport
• Wayne Lambert, Director, Supplier Diversity, Turner & Townsend.

Leading from the top to drive internal change

A central theme of the conversation was the importance of leadership and the momentum that is created when senior teams set the bar for diversity, equity and inclusion as a key priority.

The panel credited New York’s Mass Transit Authority (MTA) as one example where senior sponsorship has successfully made inclusion part of the ‘critical path’ of project management. This means it was embedded in the delivery and operation processes and backed up by investment.

“Leadership can also simply mean setting an example.”

The group discussed the value of c-suite executives leading the way on flexible working, for example. Global defence corporation, Lockheed Martin, shared its success in helping to reject ‘presenteeism’ and create an environment which has helped more of its female workforce choose to return following maternity leave.

However, while the opinions and examples of leadership are important, an inclusive environment also means voices should be listened to at all levels.

Incentivising this, the panel discussed, requires removing any fear or stigma in speaking out. This was Sellafield’s goal when it held training and awareness-raising sessions to help staff express their views with care and consideration for how they might affect others. The nuclear decommissioning organisation has understandably rigorous protocols for physical safety, but these sessions aimed to expand that principle to psychological safety and well-being too.

Beyond being heard, leadership teams must also be open to taking on board their employees’ suggestions. This can mean challenging our preconceptions and growing our understanding of inclusion. Our panellists reflected on examples from their own businesses when the input of colleagues has led to meaningful change – from the introduction of new trans policies to reforms of hiring practices.

Supporting communities through job creation

The creation of new policies within businesses, which promote inclusion for years to come, benefit current and prospective employees alike. However, positive steps on inclusivity within infrastructure organisations are only one half of the story. The other is sharing the benefit of investment into the industry’s supply chains.

Our panel pinpointed this as an immediate way for the sector to have a material social impact. Contracting minority- and women-owned enterprises (MWEs) directly influences community employment rates, in turn enabling greater access to healthcare, housing and education, and, ultimately, improving quality of life.

“The group discussed the beneficial impact legislation around the world is having in driving this agenda.”

In the US, the recent Infrastructure Investment and Jobs Act (2021) and Inflation Reduction Act (2022) both encourage the contracting of MWEs and have sought to forensically address some of the ongoing challenges to achieve this.

It appears that the UK is now replicating this approach to some extent with its Procurement Act (2023), which will require firms taking public sector contracts to report on their social value impact and will award tenders, in part, on the basis of social value proposals.

Procurement structures: going beyond mandated legislation

The solution to inclusive supply chains is not just mandating diverse procurement within existing structures. The panel noted that both the US and the UK pieces of legislation have done well to acknowledge that procurement structures themselves need to change to enable progress.

For example, MWEs can often be smaller than more established firms, which can make it trickier to bid for a contract across an entire major infrastructure project.

“To lower barriers to entry, this new legislation includes provisions to break up projects into smaller tenders which are more approachable and achievable for small businesses.”

This change will help MWEs win tenders on high profile projects, build experience and take on larger and larger contracts in time. The panel encouraged projects and legislation across the world to follow this example and tackle barriers to entry that can disadvantage smaller, more diverse firms.

Inclusion as a valuable opportunity and investment

Creating more inclusive projects is not only the right thing to do – it is also good for business. The panel discussed how moves to increase diversity have sometimes been criticised as shifting towards a ‘quota’ system at the detriment of quality. The experience around the table is that this simply is not true.

Speakers shared their arguments as to why inclusion and equality are in fact mutually supporting goals. Given that major infrastructure projects are vital to our economies and communities, we need the widest pool of talent to draw on to get the best results.

“From national defence and nuclear decommissioning to how we travel or generate electricity, removing barriers to entry will lead to better teams, better delivery and better outcomes for businesses and society.”

The positive results at London Heathrow Airport were discussed as one example. By investing in improved accessibility and support across its operations, the airport operator has been able to attract new customers and employees, who formerly would not have been able to visit or work at the airport.

The panel and the audience attending the session were delighted to be able to take inspiration from the examples of progress already being made across the industry, while also acknowledging how much more there is to achieve.

We are still at the beginning of the journey and it is essential we continue to have these conversations, learning from each other, sharing best practice and working together globally to make our sector more inclusive – and thereby more successful.

Watch the full panel discussion to hear insights on inclusive infrastructure from global leaders.