At Wellness in Infrastructure, we believe that improving mental health and workplace culture in our industry starts with listening, learning and acting on the experiences of our people.
This article is intended to amplify and support the findings of a recent report by William Phillips, Construction Advisor at BMD Group, Transport Australia (formerly Roads Australia) Emerging Leader of the year for 2025 and volunteer lead of our Young Professionals Working Group.
Over the past year, Will has undertaken an extensive research project through the Roads Australia Emerging Leaders Program, exploring how the infrastructure sector can better support early-career professionals.
The result? a report titled “Building a Future-Ready Infrastructure Workforce” which is a thoughtful and practical piece of work that brings together lived experience, industry insight and academic research.
Rather than replicate the full report, we want to highlight some of its key themes, particularly those that reinforce what we are seeing across the industry in relation to mental health, wellbeing and early career support. However we also highly recommend you read the full report here.
One of the most important findings from Will’s report is a shift in how we understand early career challenges.
“Early career retention is a systems challenge rather than a people issue. Most young professionals enter the industry motivated and ready to contribute.”
— William Phillips, Building a Future-Ready Infrastructure Workforce (2025)
This is a critical reframing. Too often, challenges faced by young professionals are attributed to resilience, capability or attitude. However, Will’s research, supported by broader academic insight, makes it clear that outcomes are largely shaped by the systems, structures and environments people enter.
As highlighted in the report through academic research:
“Mental health outcomes are not just personal issues; they reflect systemic conditions around supervision, clarity of role and site culture.”
— Professor Luke Downey, Swinburne University (as cited in Phillips, 2025)
This aligns strongly with what we have seen through our own work at Wellness in Infrastructure, that mental health is not separate from work, it is created by it.
A key theme throughout the report is the intensity of early career experience and its impact on wellbeing.
“Early career professionals are experiencing elevated psychological distress, especially in roles with limited structure or support.”
— Professor Luke Downey, Swinburne University (as cited in Phillips, 2025)
“Burnout affects one in three young professionals…”
— William Phillips, 2025
These are not isolated findings. Our own 2023 industry research, conducted in partnership with Professor Luke Downey, identified similarly concerning trends, with younger professionals reporting higher levels of stress, fatigue and psychological strain compared to other groups. Together, this body of work points to a clear conclusion: The early years of a career in infrastructure are a critical risk period for mental health, and without the right support, structure and leadership, these pressures can escalate quickly.
“Pressure, long hours and uncertainty can accumulate quickly in the early years.”
— William Phillips, 2025
Another major theme is the role of workplace culture and psychological safety. The report highlights that the difference between someone thriving or leaving the industry often comes down to whether they feel safe, supported and able to contribute.
“A cohesive, respectful team where individuals feel safe to ask questions… is often the difference between early engagement and early exit.”
— William Phillips, 2025
However, many young workers still feel unable to speak up.
“Many young workers feel unable to speak up… due to fear of judgment, retaliation, or being labelled ‘weak’.”
— RMIT University, 2024 (as cited in Phillips, 2025)
This is where mental health, safety and culture intersect. When people don’t feel safe to ask questions or raise concerns:
Risks go unreported
Stress builds
Confidence drops
And ultimately, people disengage or leave
The report does not shy away from the reality of what this means at a broader level. It highlights the well-documented challenges facing the construction sector:
“The construction workforce faces double the suicide rate of the general population… with one worker taking their own life every second day on average.”
— BIS Oxford Economics, 2023 (as cited in Phillips, 2025)
And the broader economic impact:
Work-related mental ill health costs the construction industry approximately $643 million per year.
— BIS Oxford Economics, 2023
These are confronting truths, but important ones. They reinforce why this work matters not just from a wellbeing perspective, but from a safety, workforce and sustainability perspective.
Importantly, one of the most encouraging aspects of Will’s report is that the solutions are not abstract or overly complex. In fact, many of the most impactful actions are simple, consistent and human.
“A short check-in, coffee, or taking time to listen… can make a difference.”
— William Phillips, 2025
“It is often informal and sincere connection that has the most lasting impact.”
— William Phillips, 2025
This reinforces something we strongly believe at Wellness in Infrastructure: Improving mental health at work does not always require large programs, it requires better everyday leadership and connection
Will’s report provides a clear and practical pathway forward.
“This is not a case for making things easier… it is about removing unnecessary friction.”
— William Phillips, 2025
“When direction is clear, input is valued and growth is supported, retention improves and risk declines.”
— William Phillips, 2025
For us, this work is not just insightful, it is actionable.
This article is only a snapshot of the depth and quality of Will’s work. We are incredibly proud to support him and to help amplify these findings across the industry. If you are a leader, employer or professional in infrastructure, we strongly encourage you to take the time to read the full report. Because the future of our industry depends on how well we support the next generation.
Will’s full report can be read here now
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