According to the Australian Bureau of Statistics, construction work value in Australia rose by 8.4% in the first half of 2023 due to a 16.0% YoY increase in civil engineering and a 2.4% YoY rise in building work. The industry is expected to grow by an average of 3% annually from 2025 to 2027, driven by government focus on infrastructure and investment in transport, housing, renewable energy, health, education, and manufacturing, highlighting the need for a skilled workforce to support this growth.
In the Australian construction industry, creating a respectful, inclusive, and safe working environment is not just a matter of compliance—it’s essential to fostering productivity, employee well-being, and long-term success. However, the industry’s traditionally male-dominated nature has, in some cases, led to challenges with bullying, harassment, and exclusion, which can significantly impact morale and retention. As construction companies look to embrace diversity and create workplaces where all employees can thrive, anti-bullying initiatives play a pivotal role in shaping a culture of respect and accountability. These initiatives not only address harmful behaviors but also send a clear message that every individual—regardless of gender, background, or role—is valued and respected.
In this PlanRadar Q&A, we’ll explore the importance of anti-bullying programs in the construction industry and the impact they have on shaping more inclusive, supportive workplaces. We’re joined by Angela Hucker, CEO and Founder of EPIC Group, and Leon Ward, Regional Lead (Australia + New Zealand) for PlanRadar. Both share their perspectives on how companies can implement effective anti-bullying measures and why these initiatives are essential for the industry’s future.
Building a strong foundation: How anti-bullying policies drive diversity in construction
In this section, Angela Hucker, CEO and Founder of EPIC Group, explains why anti-bullying initiatives are essential for fostering a positive and productive construction workforce:
What specific anti-bullying initiatives have you implemented or seen in construction workplaces?
At EPIC, we’re proud to offer the EPIC Allies Program (EAP), a peer support coaching initiative designed specifically for the construction industry. This program provides workers with tools, tips, and strategies for managing workplace issues, including bullying. Through peer support, employees gain practical insights from those who understand their unique challenges. We’re also working with industry to develop tailored AI-adaptive learning modules that educate on recognizing bullying behaviours and their impact.
What challenges do organizations face when trying to implement anti-bullying policies in construction?
One of the main challenges is the subconscious biases and ingrained attitudes within a traditionally resilient, “tough” culture where bullying has been a systemic issue, and due to fear of retaliation, individuals hesitate to report issues. Consistent enforcement is often a challenge as well, especially if policies are not uniformly applied across all levels. At EPIC, we emphasize that managers are not only responsible for creating anti-bullying policies but must have a zero tolerance, together with a strong enforcement and compliance measures. A clear, fair approach ensures that everyone understands the importance of these policies, and it helps build trust throughout the organization.
In your opinion, what role does leadership play in fostering a respectful workplace culture?
Leadership is essential in setting the tone for a respectful workplace culture. Leaders who demonstrate a commitment to psychological safety create an environment where workers feel valued and respected. It’s essential to work closely with leaders to reinforce that they are key to ensuring zero-tolerance policies against bullying are not only communicated but also rigorously enforced at all levels. This commitment builds a foundation for a workplace where everyone can thrive.
How can employees be encouraged to speak up about bullying without fear of retaliation?
A culture of trust and transparency is vital. Employees need to know their voices will be heard and their concerns addressed fairly. To support this, we advocate for organizations to establish anonymous reporting channels and actively promote tools like the SafeWork NSW Speak Up app. These kinds of tools empower employees to raise concerns safely within a peer support framework, creating a community of trust and accountability across the workplace and ensuring no-one feels alone, isolated or unsupported when facing issues.
What training or resources do you recommend for workers to recognize and combat bullying?
We recommend training that is practical, accessible, and helps uncover the subconscious biases around bullying. Our groundbreaking AI adaptive learning modules are tailored to individual learning needs, making them easy to absorb and apply on the job and so individuals are consciously aware of their biases, which consequently drives positive behaviour change.
Can you discuss any measurable outcomes you’ve observed from successful anti-bullying initiatives in construction?
Bullying was formally recognized as a psychosocial hazard under the Work Health and Safety Act 2011 on April 1, 2023. While it may take some time to observe measurable outcomes from anti-bullying initiatives, I believe that a zero-tolerance approach, combined with consistent enforcement and ongoing monitoring, will drive meaningful positive change. Peer support programs are also essential in supporting individuals, which provides a safe, supportive space where employees can address bullying behaviours and find constructive ways to handle challenges together.
How do diversity and inclusion efforts intersect with anti-bullying initiatives in creating a respectful environment?
Diversity and inclusion are foundational to reducing bullying and fostering respect. When people feel included, there’s less room for bullying to thrive. Programs should always address the unique challenges faced by women and minorities in construction, promoting an inclusive culture that values diverse perspectives. Employees also learn to appreciate the importance of different backgrounds and experiences, contributing to a more harmonious workplace.
What advice would you give to companies and organizations looking to start their own anti-bullying initiatives in the construction industry?
Start by openly acknowledging the issue and making a commitment to change. Managers should recognize their role is not just to create policies but to enforce them with zero tolerance and enforcement measures. Involve leaders at every level, establish accessible reporting channels, and promote tools for easy and safe reporting. Education and awareness must be at the forefront for companies to ensure bullying does not happen in their workplace.
Creating inclusive workspaces: Retaining and supporting female talent in the construction industry
Leon Ward, Regional Lead for Australia + New Zealand at PlanRadar, shares his own thoughts on creating more inclusive site environments and the importance of inclusive recruitment, retention and leadership support:
How can construction companies create more supportive pathways for women to advance into leadership roles within the industry?
Developing clear and inclusive career development plans is crucial for advancing women into leadership roles in construction. Companies should provide defined pathways for career progression, including opportunities for training, skill-building, and leadership development. Offering equal access to these opportunities for all genders helps remove the barriers that often block women’s progress. By fostering a workplace culture that values diversity and encourages women to pursue leadership roles, more equitable opportunities for women in decision-making positions within the industry can be achieved.
How can construction firms ensure that their recruitment efforts are inclusive and attract more women to the industry?
Despite comprising 48% of the workforce, women represent only 12% of the construction industry, underscoring the need for targeted initiatives to bridge this gap. Construction firms can attract more women by offering flexible work options and creating supportive environments. Many women are put off by the traditionally rigid hours and physical demands of construction jobs. By providing flexible schedules, family leave, and on-site childcare, firms can make the industry more accessible for women balancing work and family responsibilities. Supporting women in both their professional and personal lives can boost recruitment and retention, leading to a more diverse and inclusive workforce.
Recommendations from the National Association of Women in Construction (NAWIC) indicate that providing financial incentive for companies to take on cadets, graduates and apprenticeships will help to shape a pipeline of skilled professionals.
Additionally, construction firms can draw more women by partnering with educational institutions and offering targeted internships. By working with universities, vocational schools, and high schools, companies can guide young women toward construction careers through internships and apprenticeships. Providing hands-on experience and mentorship early on helps women see themselves in the industry and acquire necessary skills. These partnerships create a pipeline of skilled women ready to take on leadership roles and influence the future of construction.
How can male employees be encouraged to actively advocate for women in their teams?
Creating a culture of allyship is crucial to getting male construction workers to support women. To achieve this, companies should set clear expectations and hold men accountable. Construction firms can implement policies encouraging men to mentor women, aid in leadership development, and speak out against gender discrimination or exclusion. By establishing measurable goals for inclusivity and leadership diversity, companies ensure men understand the need for change and actively contribute to it.
What impact do gender-neutral job descriptions and hiring practices have on attracting more women into construction?
Inclusive job listings that avoid gendered assumptions make it easier for women to consider roles they might have thought were not for them. Gender-neutral job descriptions and hiring practices are essential for attracting more women to construction by removing barriers that might discourage them from applying. Often, construction job postings use language that suggests certain roles are more suited to men, inadvertently introducing bias into hiring. When focusing on skills and qualifications rather than gendered terms, companies can make their roles more accessible to women.
What are the most effective ways to address unconscious bias in construction workplaces, especially towards women?
One effective way to tackle unconscious bias in construction workplaces, especially towards women, is through thorough training and education programs. These should aim to raise awareness about unconscious bias, how it impacts decision-making, and its effect on women’s career growth. Training helps employees at all levels identify their biases and challenge assumptions that influence hiring, promotions, and daily interactions. It’s important that these programs are continuous, not just one-time events, with regular updates and practical strategies for reducing bias in workplace behaviors.
How can companies ensure that women in construction have a voice in decision-making processes for implementing anti-bullying and inclusivity initiatives?
Promoting women into leadership roles can ensure they have a voice in decision-making, allowing them to influence policies on inclusivity and anti-bullying directly. When women are represented at senior levels, they can effectively advocate for policies that ensure fairness, safety, and respect for all employees.
Another approach is to establish regular feedback channels and open forums for women to share their thoughts on inclusivity and anti-bullying measures. Anonymous surveys, focus groups, or town hall meetings can offer safe spaces for women to express themselves without fear of retaliation. When making these channels accessible and confidential, companies can gather honest feedback on workplace culture and pinpoint areas needing improvement.
How can construction companies promote a culture of allyship where male colleagues actively help to break down barriers faced by women in the industry?
Male colleagues and senior leaders can significantly impact by advocating for women in their teams, addressing bias when they notice it, and ensuring women have equal opportunities to lead and succeed. Male allies can also play an important role in promoting gender equality outside of the workplace. This could include advocating for policies that support parental leave and childcare, supporting organizations that promote gender diversity, or speaking out against discrimination and harassment in all forms. It is also essential for male allies to recognize their privilege and listen to the experiences of female colleagues.
Key takeaways: Why anti-bullying initiatives are essential for construction teams
As the Australian construction industry continues to grapple with a skilled labor shortage, addressing workplace bullying and fostering a culture of respect are more important than ever. Staff retention has become a significant challenge, and creating a positive work environment is one of the most effective ways to keep valuable employees on board. Anti-bullying initiatives that promote mutual respect and inclusion help prevent the types of negative behaviors that often lead to high turnover rates.
As the demand for diverse talent in construction increases, creating equitable work environments is critical for attracting new workers. Ensuring that all employees, regardless of gender, race, or background, have equal opportunities to succeed helps break down barriers and opens the door for a broader pool of talent. Construction firms that prioritize anti-bullying initiatives and inclusivity not only address immediate issues around workforce morale but also set themselves up for long-term success by creating a more sustainable and diverse workforce capable of meeting demand in an evolving Australian construction sector.
About PlanRadar
PlanRadar is a leading platform for digital documentation, communication and reporting in construction, facility management and real estate projects. It enables customers to work more efficiently, enhance quality and achieve full project transparency. By improving collaboration and providing access to real-time data, PlanRadar’s easy-to-use platform adds value to every person involved in a building’s lifecycle, with flexible capabilities for all company sizes and processes.
PlanRadar’s Australian chapter is currently partnered with the Australian Institute of Building, EPIC Group, Awesome Women in Construction (AWIC), Fire Protection Association Australia and was recently announced as a Best Stand Winner at the 2024 Fire Australia Expo, and an Established Suppliers Winner at the 2023 Australian National PropTech Awards in the category “Design, Build & Develop”. They also work closely with the Housing Industry Association (HIA) Australia, Future Place and Digital Built Environment.
Today, PlanRadar serves more than 150,000 users across 75+ countries.
About Angela Hucker (CEO and Founder, EPIC Group)
Angela is the CEO and Founder of EPIC, a TEDx speaker, internationally certified coach, mentor, ambassador, educator, and advocate for women in construction. She has over 25 years in the construction industry that started in her family’s commercial landscaping business. Breaking barriers early, she became one of the first women in Queensland skilled in locksmithing.
Angela’s expertise is broad, encompassing oil and gas, mega-projects, civil engineering, maritime and renewables. She has contributed to international projects in the Middle East, Asia, and Australia, with one of her projects featured on US TV show “Mega-Structures.”
Her firsthand experiences as a FIFO (Fly-In Fly-Out) worker spurred her to tackle the unique challenges women face in construction, ultimately leading to the creation of EPIC.
Angela’s commitment extends to her active roles in multiple committees with NAWIC, which focusses on diversity, inclusion, and advocacy. Her commitment to community service is evident through her volunteer work with organisations such as White Ribbon Australia, Beacon Foundation, Women Building Australia, and Be Hers.
Angela is passionately committed to making the construction industry a more welcoming place for women and driving it towards a sustainable future. Her leadership, vision, and dedication are paving the way for future generations of women in construction.
