Why Diversity and Inclusion initiatives play a key role in delivering infrastructure that works

In 2021, National Highways partnered with Leeds University Business School to explore whether stronger diversity and inclusion (D&I) practices could improve not only workplace culture but also the performance of major infrastructure projects.  

While workforce D&I has long been discussed in academia and industry, the construction sector continues to face deep-rooted challenges. Research consistently highlights barriers faced by underrepresented groups, along with the sector’s ongoing struggle to attract, retain and develop diverse talent. Although the link between diversity and performance is complex, there is broad agreement that widening the talent pool and drawing on a broader range of skills and experiences brings clear strategic benefits. 

The UK construction industry’s labour challenges are well known. The Farmer Review (2016), commissioned by the Construction Leadership Council, warned of declining productivity, an ageing workforce and chronic skills shortages. With its headline ‘Modernise or Die’, the review outlined the urgent labour shortages in construction — driven not only by demographic shifts but also by outdated industry practices. 

Researching the impact of D&I on infrastructure performance

Over a four-year research period, our research team (Professor Jennifer Tomlinson, Dr Danat Valizade, Dr Kathryn Watson, Dr Cheryl Hurst, and I) designed and implemented a D&I intervention plan across three major highway construction projects in England, managed by National Highways in collaboration with Tier 1 Suppliers: A1 Birtley to Coalhouse (Costain), M25 Junction 10 (Balfour Beatty), and A428 Black Cat to Caxton Gibbet (Skanska). Together, these projects represented over £1bn in public investment.  

The research team devised the interventions plan based on existing research and first-hand research with industry leaders, tailored to the realities of construction work, aligning with different stages of project delivery and supporting existing site-level initiatives.  

The key principles underlining the interventions were that D&I initiatives work best when they:  

• Seek to change organisational systems and processes rather than individuals 

• Have buy-in from leadership teams 

• Have dedicated personnel to deliver initiatives 

• Have a focus on an integrated bundle of activities 

• And seek problem-solving and engagement from the workforce, addressing issues that matter to them.  

Implementing inclusion on live highway construction sites

To assess the impact of the D&I initiatives, our team used an action-based and experimental design, surveying employees before and after a series of D&I interventions. 

These included key stakeholder scoping to recognise the specific nuances of each individual project, the establishment of D&I ambassadors, career development and retention interviews, and training focusing on changing systems rather than individual behaviours (e.g. active allyship, active bystander intervention, and inclusive leadership). Further information on the D&I interventions and how to implement them is available here. 

Measuring the impact of D&I on employee experience

The recommended interventions were put in place across all three major highway schemes, with D&I ambassadors ensuring they were fully implemented. Six months after the interventions were rolled out, our research team conducted further surveys and reflective focus groups to see what effect they had on both employee wellbeing, and organisational performance. 

Our early findings highlighted some persistent challenges:  

• While employees generally supported D&I and felt positive about their jobs, few thought senior management was diverse, resulting in a perceived lack of commitment to D&I from their company 

• Women and minority ethnic employees were less confident in their employers’ commitment to equality and wellbeing, and work-life balance remained a concern 

• Turnover intention was high, with a quarter of all employees considering leaving, but this was even higher for minority ethnic employees, with nearly half feeling the same. 

How D&I interventions shifted workplace culture and performance outcomes

Our study found that focused and empirically driven D&I interventions can effectively address these challenges. Following the implementation of initiatives, employees reported a more inclusive culture, with respectful language and greater awareness of D&I benefits. Dedicated D&I Ambassadors played a key role, championing initiatives and supporting colleagues on-site.  

Key findings post-intervention included:  

Employee experience 

• 85% of women and 68% of men placed greater importance on having a diverse workforce 

• Up to 60% of women and a quarter of men observed improvements in their working environment that is more equal, diverse and provides managerial support 

• Up to 42% improvement in job satisfaction 

• A 21% reduction in turnover intention.  

Organisational performance 

The benefits extended beyond employee experience. Causal analysis demonstrated that the D&I interventions can lead to:  

• Lower recruitment cost - saving an estimated £236,000 per year on a typical major project   

• Improved project predictability by up to 16% 

• Better understanding of key project messages among suppliers - this increased by 35%.  

In short, inclusion didn’t just make people feel better; it helped projects run better. At a time when public debate increasingly questions the value of D&I, this study – the first of its scale in the highways construction sector - offers robust, real-world evidence: D&I is not a “soft” initiative or an optional extra. It is a strategic investment that strengthens performance, decision‑making and competitiveness.  

What this research means for the future of construction and infrastructure

For major infrastructure projects, and the construction sector more broadly, embedding inclusive practices is not just the right thing to do - it is essential for building a resilient workforce and delivering consistently high-performing projects that works for employees, organisations, and the public. 

Read the report. 

View the D&I roadmap for National Highways’ Supply Chain. 

Access the D&I toolbox. 

This research project was funded by National Highways. Implementation of the research is supported through a Management Knowledge Transfer Partnership (MKTP), funded by National Highways and Innovate UK.