Why Social Impact is the New Foundation of Infrastructure
Recently we sat down with Greg Rafferty, DT Infrastructure Head of Social Impact, to discuss the systemic barriers people face in our industry and how DTI is driving meaningful change across the industry.
For me, the most important part of our industry is the people we work with, from the communities where we operate to our team members and the next generation of emerging leaders. My focus is on creating more pathways and breaking down structural barriers to unlock opportunities and build better outcomes for all.
During my time working in social impact, I have seen a significant shift in how our industry approaches corporate responsibility. We are really embracing a model of shared value, where goals for social impact, employment outcomes, training, and social procurement, are a key component of operational success. We are committed to both building social license, the foundation of community led endorsement of projects, and social impact, which is the intentional, long-term legacy we aim to leave behind long after the project has ended.
Cultivating an internal culture of purpose
This industry-wide shift has impacted our workplace culture, and we are seeing firsthand how social impact is a powerful driver for talent attraction and retention. We see social impact as part of the solution in an industry currently facing a significant skills shortage.
Today’s young professionals and graduates want to work for a company that is authentically aligned with their values. At DTI, we are actively tackling the hidden barriers that stand in the way of equality. From educating staff on domestic violence, to partnering with Menopause Alliance Australia on lifecycle health and promoting diversity and inclusion initiatives, we are advocating for our people to be change makers.
DTI is also continuing to strengthen our commitment to reconciliation and First Nations initiatives through the work of our RAP committee and cultural awareness training program. Now with the establishment of our new social impact committee, we are providing stronger avenues to raise awareness and continually learn. We are helping our people become better managers and more empathetic colleagues who understand the personal challenges a teammate might be facing and the support DTI offers.
The power of social procurement
Key to our success is bringing our appreciation of the benefits of social impact initiatives and translating that into project delivery. Perhaps our most effective tool for long-term change is social procurement, where we use our buying power to help build a more equitable economy.
At DTI we proactively seek out suppliers who create positive social outcomes such as Indigenous-owned businesses and social enterprises. By bringing these businesses into our supply chain, we help them scale their impact. We are proud to have already spent over $100 million with Indigenous-owned businesses and social enterprises, reflecting our commitment to pass on economic benefits to the Traditional Owners of the lands where we work.
Looking ahead
While DTI has to date delivered some great social impact achievements, we are still establishing ourselves in this space. Looking ahead, our priorities remain attracting and retaining a diverse workforce, increasing our female representation and formalising our commitment to First Nations people by launching our first Reconciliation Action Plan. We are also leveraging the international experience of our parent company Gamuda to apply global best practices to local Australian challenges.
The role has taught me that not everyone starts from the same place in life. If we want true equality, we must address the systemic challenges that stop people from reaching their full capacity. One of the best parts of my job is seeing that light bulb moment when a colleague understands that our industry has the potential to change lives for the better. When people truly understand the barriers others face, they become more than supporters, they become advocates.
If I could ask for one change across our sector, it would be collaboration. We need all levels of government and industry to work together to drive better social outcomes. The best results happen when the contractor and the client are aligned on the legacy they want to leave. By improving one person’s life at a time, we can transform the entire industry and the communities in which we operate.