Topic: Equality, diversity & inclusion

By Myrna Rickards
March 19th 2025

Trends in major project procurement Full Report

 

It is not only the UK government that is linking increased spending on infrastructure to growth and addressing key economic, environmental and social challenges.  Across the globe there is ever growing demand for new energy sources for use in new locations, achieving climate resilience, addressing social mobility and urban renewal and all within a context of digital transformation.

As noted in other recent MPA events, funding is a key enabler for this increased spending (Developing new funding models for major infrastructure, 16 January 2025).  But, there is little value in having funding if those who will design, develop and deliver the required infrastructure cannot be sourced and put to work.  This is particularly the case for major projects where the supply base is often global and is able to pick and choose where it wants to deploy its resources.  In simple terms, it is increasingly as case of a “sellers’ market”, so how do project clients secure the resources they require within financial and regulatory limits.

This full-day seminar will explore at trends in the procurement of goods and services for major projects both within the UK and globally.  It will address:

  • Global Perspective – what trends in procurement can we see in other markets that may have relevance here in terms of adoption and/or impact in securing appropriate suppliers for UK projects?
  • How a major project client is securing innovation, productivity gains and greater certainty in delivery through procurement.
  • Legislative changes within the UK and how this could impact supplier landscape from a supplier perspective.
  • The supplier landscape, including constraints, market shaping, market creation opportunities, change in balance of power (sellers’ market).
  • How clients can address the challenge a changing power-balance and still ensure responsible procurement addressing wider social and environmental considerations.
  • Implications of the increasing use of AI in procurement for example:
    o If all bidders use similar AI how do we know what they can do rather than the AI says they can do?
    o AI tools reviewing bids generated by AI.
    o Could choice decline as bidders just focus on those bids where they’ve a higher probability according to the AI?

The exploration of these topics will also provide a foundation for another full day seminar in November on the ‘Rise of the Delivery Partner’ as a particular global trend that is being increasingly adopted within the UK.

By Jonathan Norman
April 11th 2023

Beyond diversity – how do we make major projects inclusive and equitable?

The purpose of the Major Projects Association is to improve the initiation and delivery of major projects. Enhancing the diversity of teams delivering those projects is one route towards that objective. The Association has worked hard to bring this issue to the top of the agenda and has helped to move the dial on greater diversity over the decade that we have been discussing this issue. Indeed, we see significantly more female leaders in major projects than we did just ten years ago. The importance of diversity has been firmly established. But this does not mean that creating diverse and inclusive teams is an easy journey.

This seminar relaunched the Association’s work in this area. We heard from leaders who have created inclusive teams – the challenges, realities and the benefits. We also heard from those prepared to share their own stories and to contribute their thoughts about how the Association can support them and the organisations they work within.

By Myrna Rickards
March 21st 2023

Beyond Diversity – How do we make Major Projects Inclusive and Equitable? Full Report

The purpose of the Major Projects Association is to improve the initiation and delivery of major projects and we firmly believe that enhancing the diversity of teams delivering those projects is one route towards that objective.

We have worked hard to bring this issue to the top of the agenda and have helped to move the dial on greater diversity over the decade that we have been discussing this issues. Indeed we see significantly more female leaders in major projects than we did just 10 years ago.

The importance of diversity has been firmly established. But that does not mean that creating diverse and inclusive teams is an easy journey.

This seminar will see the re-launch of our work in this area. We will hear from leaders who have created inclusive teams – the challenges, realities and the benefits. We will also hear about times where lack of diversity has eroded value or caused issues.

We ask delegates to come prepared to share their own stories and to contribute their thoughts about how the Association can support them – this might include future events, studies and reports, as well as other ideas.

We are very grateful to KPMG LLP for hosting this event.

A soundloop will be provided at this event for those with hearing difficulties. If you have any access requirements, please inform us as soon as possible so that we can make arrangements. 

By Jonathan Norman
February 23rd 2023

The Great Reshuffle

Through analysis of Diversity, Equity and Inclusion (DEI) data of protected characteristic groups one Major Projects Association member observed a higher female employee ‘churn’ rate in 2021 compared to previous years. The global pandemic (Covid-19) may have contributed to this, and we were keen to explore the data across the membership to see if any trends emerged.

 

By Jonathan Norman
March 15th 2022

Reimagining Global Supply Chains Highlight Report

We are living in a world of continuous change – increasingly uncertain and volatile. To address our critical social and environmental needs for a healthy and sustainable future, we all need to take positive action. We also have increasing expectations to deliver project benefits at a faster pace, bringing innovation and while being consistently reliable. Our project libraries are overflowing with policies and guidance and our lives and ways of working being redefined by new technologies and digitisation. For major projects the challenges and questions posed cannot be under-estimated – the operating models we have may not fit our future needs. The client and supplier relationship that delivers capital investment is key, so what do major project leaders need to consider and how can we best redefine our supply chains?

In this seminar we will discuss key themes relating to supply chains including, what are projects seeing as the pandemic comes into its third year? How can we mobilise major projects at pace to address critical needs? How should projects consider geopolitical issues such as protectionism versus free trade? What are the benefits of a global versus local supply chain? How can clients and suppliers best collaborate to achieve Net Zero? Do we need to rethink our contractual models if we want resilient, sustainable and diverse supply chains?

Successful organisations are adapting at pace to deliver projects in this rapidly shifting landscape – reimagining the way they work and operate now and in the future. In this event, we will hear from major project professionals from UK government, academia, client organisations and suppliers who are reshaping supply chain strategies to be ready for the needs of tomorrow’s major projects – aligned to the Association’s three landmark objectives of sustainability, diversity and capability building.

We are delighted to have Ruth Todd, Chief Commercial Officer, HS2 confirmed to chair this event, who, prior to joining HS2 in 2021, led the COVID-19 Vaccine Task Force programme to deliver coronavirus vaccines for the UK.

Please note that this will take place as a PHYSICAL EVENT. Should COVID restrictions prevent this from taking place in person, we will make arrangements for the event to be broadcast via ZOOM.

 

By Manon Bradley
February 28th 2022

Wellbeing in Major Projects

Creating and managing a workable wellbeing policy is complex. Through a series of events, discussions and research the Major Projects Association set out to explore some of these complexities and provide a starting point for organisations seeking to create a policy or to understand the impact of poor wellbeing upon their teams and their projects.  This report summarises the key findings, gives some detailed case studies and signposts helpful resources.

By Jonathan Norman
May 12th 2021

Wellbeing – The Major Projects Performance Accelerator Highlight Report

As the world recovers from the impact of COVID-19, our ability to deliver high quality Major Projects will be central to how countries bounce back. We must rise to this challenge and consider how to create and maintain high performing teams that can deliver when it matters most. Wellbeing has been brought into sharp focus in recent times – what have we learnt from this, and can the wellbeing of our people be the project performance accelerator that we need?

There are numerous external factors which influence peoples’ productivity and performance. Wellbeing is an aspect companies can positively influence. Though often seen as ‘soft and fluffy’ or a nice to have, rather than an investment in peoples’ future performance, organisations are starting to place a greater emphasis on employee mental health and wellbeing, previously overlooked, and largely encouraged by events of the past year. Westfield Health (2020) state that if wellbeing strategies reach their full potential, subsequent increased productivity could add £61bn to the English economy by 2025. To achieve this change and realise the benefits, there needs to be an organisational shift in culture, approach, time and effort.

Developing and embedding wellbeing throughout an organisation, encompassing both behaviours (adaptability, proactivity, and participation) and leadership can help people to feel motivated and empowered to do their job better. Reducing factors that negatively impact, such as stress and high job demands can have a positive impact upon performance.

How can we develop and embed wellbeing and potentially lead to improved performance in Major Projects?

By Manon Bradley
January 25th 2021

Emotional Intelligence in Major Projects

Through a series of events in September and October 2020, the Major Projects Association explored the hypothesis that emotional intelligence drives better business performance. This report captures some of that content and expands on the ideas delivered and discussed at the events, including feedback from a recent survey on emotional intelligence. It also provides a guide to resources and a useful reading list, to help major project professionals embrace emotional intelligence as a leadership tool.

Using case studies and first-hand experiences, the report demonstrates how emotional intelligence has been instrumental in meeting the challenge of driving better business performance, project delivery and better outcomes in major projects.

By Jonathan Norman
May 15th 2019

Embracing Diversity – Managing People Who Don’t Look Like You Full Report

Those of you who watch SAS Who Dares Wins on Channel 4 will have noticed that this year, for the first time, they have allowed women to take part in the military selection reality show. Star of the show – Director of Staff – Ant Middleton claims many times that he will not discriminate between the men and the women on the course. And yet by episode 3 he has already accepted voluntary withdrawal from half of the women, standing by and accepting their armbands as they hand them over in tears. He listens to the stories of their struggles with sympathy but very little empathy. In contrast the struggling men are told they are doing a good job, they are taken to one side and told to let it all out and then move on and several times Ant reflects how the male recruits are “just like me at his age”. This is not overt discrimination. And it’s not unconscious bias. This is an example of appointing in your own image. And we do it all the time, over and over again. Because it is easy to understand the motivations of those who are just like you. It is much simpler to manage someone with a similar background to yourself. And whilst the majority of people in positions of power are white, able-bodied men this pattern of appointing and promoting in our own image perpetuates this pattern. In order to achieve real diversity in our major projects we have to be brave enough to face this reality and we have to learn how to overcome it. This seminar aims to unpick some of the barriers to achieving diversity and to learn from those who are leading truly diverse teams.

By Jonathan Norman
May 15th 2019

Embracing Diversity – Managing People Who Don’t Look Like You Highlight Report

Those of you who watch SAS Who Dares Wins on Channel 4 will have noticed that this year, for the first time, they have allowed women to take part in the military selection reality show. Star of the show – Director of Staff – Ant Middleton claims many times that he will not discriminate between the men and the women on the course. And yet by episode 3 he has already accepted voluntary withdrawal from half of the women, standing by and accepting their armbands as they hand them over in tears. He listens to the stories of their struggles with sympathy but very little empathy. In contrast the struggling men are told they are doing a good job, they are taken to one side and told to let it all out and then move on and several times Ant reflects how the male recruits are “just like me at his age”. This is not overt discrimination. And it’s not unconscious bias. This is an example of appointing in your own image. And we do it all the time, over and over again. Because it is easy to understand the motivations of those who are just like you. It is much simpler to manage someone with a similar background to yourself. And whilst the majority of people in positions of power are white, able-bodied men this pattern of appointing and promoting in our own image perpetuates this pattern. In order to achieve real diversity in our major projects we have to be brave enough to face this reality and we have to learn how to overcome it. This seminar aims to unpick some of the barriers to achieving diversity and to learn from those who are leading truly diverse teams.