With labour shortages tightening, project pipelines growing, and workforce expectations shifting fast, the construction sector is under pressure to rethink how it attracts, develops, and retains talent. For James Andrews, Head of Human Resources and Industrial Relations at ACCIONA, that challenge is front and centre. From embedding strategic workforce planning tools to reshaping delivery models and investing in inclusive leadership, James is helping to steer one of Australia’s largest infrastructure builders toward a more resilient, future-ready workforce. In this conversation, he shares what’s working, what’s evolving – and where the industry still has work to do.
FuturePlace: Can you tell us a bit about your role at ACCIONA and what excites you most about working in this space?
James Andrews: In my role at ACCIONA I am responsible for the Human Resources and Industrial Relations function for our construction business in Australia and New Zealand, and I also work closely with the HR Director (AU/NZ) in managing HR Operations across the ACCIONA AU/NZ Group of businesses. ACCIONA tends to do things a little differently to a traditional Tier 1 contractor and so there is always something new and interesting happening. This dynamic environment provides constant opportunities for involvement and learning. I particularly enjoy working with a fantastic team of HR and IR professionals who are highly collaborative and dedicated to delivering excellent outcomes for the business.
FuturePlace: What are the biggest workforce challenges you’re currently navigating – and how are you addressing them?
James Andrews: To date, one of the biggest workforce challenges we have faced is ensuring we have the right people in the right place at the right time. To address this, we are currently implementing strategic workforce planning software that will integrate with our project management systems. This integration will enable our Project Directors, Operations, Regional Managers, and HR teams to plan using real-time, up-to-date information.
Another significant challenge we are currently facing is the shortage of qualified labour for working on transmission lines in Australia. To tackle this, we are focusing on both upskilling local labour and supplementing our workforce with international talent. While addressing these immediate needs, we are also considering long-term solutions to ensure sustainable workforce development beyond our current projects.
FuturePlace: How do you see the relationship between strong HR/IR leadership and improved productivity on construction sites?
James Andrews: That’s a good question! I find that sites with the best productivity are those that have a good culture, clear areas of responsibility and safe systems of work, all of which is built through strong leadership. I also think that people perform at their best when they are given autonomy in how they perform their roles, and can draw a sense of pride from the outcome. HR and IR leadership can contribute to this in many ways. For example, by ensuring there are strong frontline leaders and upskilling them to lead effectively, providing opportunities for training and development of the workforce, and also ensure we hire people with the attitude and aptitude that we are looking for. In the IR area, it’s also important to ensure there is good communication with the workforce, and that they feel they can raise and resolve issues that arise in the workplace
FuturePlace: What’s one initiative or change you’ve been part of that made a meaningful impact on your teams or workplace culture?
James Andrews: I think one of the changes we made recently that’s had a significant impact on one of our projects was to move from a subcontractor to a self-perform delivery model. In the state this project is being delivered, it is common practice to engage predominantly subcontractors and labour hire. We decided to change that and have directly employed a large workforce that would ordinarily be labour hire, and are even taking on some scopes of work ourselves that would often be subcontracted. Within the workforce we also have a number of trainees who are working in the industry for the first time. We’ve found that we’ve been able to create a much better workforce culture, where people feel much more part of the business and project and they would otherwise, and this had lead to good outcomes in safety, quality, productivity etc.
FuturePlace: When it comes to attracting and retaining top talent, what do you think the construction industry needs to do differently?
James Andrews: There are a lot of things we can do differently as an industry. We need to increase the diversity of our workforce and to do that we need to look at the culture of the industry, and things such as working hours etc. Whilst the industry tends to be high paying, there is often a large trade off in terms of work life balance, and this creates a huge barrier for some people.
One thing that we are big on at ACCIONA is that we want to hire people for attitude and aptitude, not skills and experience. By doing this, we hope to be able to open the door to top talent outside the industry, as we won’t just be looking for people who have previously done the same role elsewhere.
FuturePlace: Where do you see the role of leadership evolving – especially when it comes to building inclusive, future-ready teams?
James Andrews: I think good leaders will prioritise communication and connection, and foster environments where people feel valued and respected. Building trust and ensuring psychological safety are foundational for inclusive teams, so this will be a focus. Leaders of successful inclusive and future ready teams will integrate diverse viewpoints into decision-making processes leading to more innovative solutions. Finally, inclusive leadership is not just about immediate gains but ensuring sustainable success by creating workplaces where everyone can thrive.
FuturePlace: What do you hope to get out of the Construction Workforce Summit? Any conversations or themes you’re particularly looking forward to?
James Andrews: I’m really looking forward to gaining insights on strategic workforce planning especially as that’s a project we are delivering right now. I’m also interested in learning about best practices in HR and IR, and networking with industry leaders. Additionally, I’m interested in the opportunity to explore new insights, technologies, and strategies for building inclusive, future-ready teams.
FuturePlace: If you had to look ahead five years, what’s one change you’d like to see in how our industry supports its people?
James Andrews: One thing that I’m excited about is the adoption of advanced digital tools and technologies for workforce management. Implementing AI-driven project management and scheduling software can optimise resource allocation, enhance communication, and provide real-time data for decision-making. This technological advancement would streamline operations, reduce inefficiencies, and support a more agile and responsive workforce, ultimately improving productivity and job satisfaction.
At the Construction Workforce Summit, James Andrews will join a panel tackling one of the sector’s most urgent questions: how can construction companies evolve to attract, develop, and retain a future-ready workforce? Drawing on his work at ACCIONA, James will speak to the real challenges of strategic workforce planning, bridging critical skills gaps, and building site cultures that drive both performance and pride. From upskilling frontline leaders to rethinking how we engage new talent, he brings practical insight into what’s working – and what still needs to change – to build long-term industry resilience.
Acacia EAP offers industry-leading Employee Assistance Programs (EAP) and Workplace wellbeing services. Our mission is simple – to give each client an experience that exceeds expectations in service, quality, and outcomes to make a real difference in people’s lives. We partner with over 2,000 organisations across the globe to provide employee support when needed the most. We understand the value employees add to an organisation and we work with you to tailor an offering that supports them to thrive. Our suite of services is designed to offer a holistic and robust program that aligns with your mental health and wellbeing strategy. Our tailored solutions support our partners to create mentally healthy workplaces. Mentally healthy workplaces can’t just focus on individuals that are in crisis. Acacia’s approach is for all – regardless of where they sit on the mental health continuum. Acacia’s unique partnership model, spearheaded by our Workplace Wellbeing Consultants, provide organisations with a collaborative and information-driven working relationship. We also believe passionately in value alignment, building our service delivery on your values. We treat every interaction with the greatest of care, living by our business promise of every connection matters.
Access Offshoring is an offshore recruitment company connecting Australian businesses with top-tier remote talent in the Philippines.
ReadyTech (ASX:RDY) exists to help communities thrive.
TimeFiler was founded in late 2005 to offer a smarter, fully online approach to timesheet and workforce management. What began as a tailored timesheet solution for TNS Asia-Pacific quickly grew into a versatile platform supporting rostering, leave management, automated pay calculations, and seamless payroll integration.
Geoscape
BOSS