Inclusion in Infrastructure: Reflections from London Build 2025
Last week we attended London Build 2025, honing in on the Diversity in Construction stage. A packed agenda exploring key DEI and Culture focusses for the industry left us with heaps of food for thought, so here are our team’s top takeaways from the expo that infrastructure organisations need to be prioritising.
Supply Chain, Subcontractors & Site Based Inclusion
Discussion centred around bridging cultural divides between office and site-based workers through inclusive signage and psychological safety. An ‘Us vs Them’ culture can easily grow on site if it’s left unchecked, reinforcing the importance of promoting allyship and embracing diverse identities and experiences.
Main contractors need to ensure all subcontractors – not just Tier 1 - prioritise inclusion and wellbeing, potentially making this a requirement within the tender process to ensure expectations are met. Similarly, it’s important to set clear expectations of respect and ensure that resources- such as mental health provisions - are equally signposted and accessible for those not employed directly.
Toolbox talks can be powerful moments to reinforce inclusion and wellbeing on site. They can also be used to trial new ideas and demonstrate commitment to a positive culture. Meanwhile, other initiatives need to be made accessible for on-site workers to engage with e.g. workshops.
Speakers shared the drastic impact of increasing the quality of onsite accommodation on wellbeing, particularly for people who are far from home.
Data-driven inclusion
Collecting and analysing data goes beyond pay gap reporting. It helps establish benchmarks and identify gaps, enabling solutions that create positive, inclusive workplaces. Leaders should be actively engaging with this data to understand the baseline and support next steps and initiatives.
However, “metrics will only show outcomes if they’re in the hands of people who will influence them.”
Inclusive workspaces: design and culture
Inclusion is not just about physical spaces; it’s also about cultural design. Ways of working should reinforce this inclusivity and support the workforce. Speakers shared how taking the opportunity to “talk about the day, not the task" opens space for colleagues to share feelings, providing leaders with insights to better support their teams.
Mental health must be treated as a business priority, linked to commercial outcomes. Project managers should integrate mental health into health and safety risk assessments and procurement requirements e.g. through providing mental health first aiders. After all, people don’t leave their worries or identities at home when they’re on site.
Leadership
“We need courage and boldness to rethink how we work, and disruption in how we deliver what we do.”
Speakers reminded us how leaders can role model curiosity and understanding across their teams by showing buy-in and prioritising inclusion both on site and in offices. Leadership training on how to demonstrate inclusive behaviours, and taking an intentional approach to inclusion, is key.
Lastly, Laing O’Rourke spoke to the idea of “squiggly careers”, recognising how people might rotate roles throughout their journey and how valuable this can be in leaders. These less traditional paths make leaders more rounded and informed, which is particularly important as we consider the future of the sector. We know that Gen Z values authenticity so leaders must be bold in challenging and rethinking traditional work models.