Our sector offers solid opportunities for social procurement and sustainability-centric innovation. With contractors and suppliers engaging social enterprises throughout the construction process, demolition and development projects can transform local communities and the wider economy.

As a certified social enterprise, Major Projects Group is passionate about educating key stakeholders on its society-wide benefits. Below, we break down the fundamentals of social enterprise, what it involves, its importance and certification process. Read on to learn why this movement is gaining so much traction in Australia’s construction industry.

• Be motivated by a social cause, be it economic, cultural or environmental;
• Earn the majority of its revenue from trade, as opposed to grants or donations; and
• Dedicate at least 50% of its profits towards their social cause of choice.

And what do social enterprises do on a day-to-day basis? As well as in construction, social enterprises exist across all industries, from manufacturing to hospitality. Whatever the trade, there are three main models of social enterprise:

Employment model

For example, Community Construction hires and trains team members who have sought asylum and refuge in Australia. As well as offering employment and skills development, this Sydney-based construction company has partnered with NAVITAS to offer its staff free English lessons outside of work hours.

Transformative model

For instance, Greenstream Flooring is a sustainable flooring supplier in the UK who provides low-cost flooring materials to social housing tenants who would otherwise be unable to afford this necessity.

Donation model

In this model, businesses give a portion of their profits or offerings to charities or community-based organisations. A popular method is to donate a product for every purchase a customer makes. Alternatively, the business may contribute a percentage of its revenue to fund a social cause. As a proud social enterprise, Major Projects Group is donating 50% of its distributable profits to charities.

For example, the Major Projects Foundation was established in 2018 to support ocean conservation through research, education and action. Discover more about our mission to protect Australian and Pacific Island waters below.

According to Finding Australia’s Social Enterprise Sector (FASES) 2016, there were 20,000 social enterprises in Australia – a number that has been steadily rising in recent years.

Why the increase? It’s all down to growing public demand for corporate responses to social and environmental concerns, coupled with a greater need for Not For Profit organisations to broaden their income streams. As a result, both the public and private sectors have become more invested in social enterprise.

Government support

There are government policies in place to promote the growth of the social enterprise sector. These policies vary by state.

For example, in Victoria, social enterprise is supported to grow, connect and improve under the Social Enterprise Strategy 2021-2025. As well as providing additional funding to this sector, the State Government directs a significant portion of its own purchasing toward social enterprises. Meanwhile, in NSW, some social enterprises are classified as small to medium businesses, Aboriginal businesses and Australian disability enterprises. Therefore, they are eligible for subsidies and exemptions under the:

• Small and Medium Enterprises and Regional Procurement Policy;
• Aboriginal Procurement Policy; and/or
• Public Works and Procurement Regulation 2019.

In Queensland, existing and aspiring social enterprises may benefit under the Queensland Social Enterprise Strategy. More specifically, the Social Enterprise Jobs Fund has dedicated $8 million to empower social enterprises to grow, upskill and offer more employment opportunities. This support is taking place through three tiers:

• Social enterprise capacity and capability development – the Government has allocated an extra $385,000 to the Queensland Social Enterprise Council (QSEC) to help strengthen awareness of social enterprise suppliers in the private sector and for development activities in regional areas.
• Social enterprise market development – $660,000 has been committed to assist more social enterprises to provide goods and services to the government.
• Social enterprise finance – to boost access to finance, training and employment opportunities in the social enterprise sector, $4.6 million in development and growth grants are available to these businesses and their development projects.

On a more local level, councils like Parramatta City Council and Brisbane City Council are supporting social enterprise via capacity building activities and purchasing arrangements.

Social procurement

Social procurement occurs when an organisation’s spending is used in a manner that supports social causes. This concrete business strategy encourages value-for-money considerations that look beyond price. As a result, it provides opportunities to make a social and/or environmental impact for the overall community’s benefit.

With no extra funding required, social procurement has gained momentum throughout Australia as a way to create social value within existing budgets. In other words, it’s a win win.

Why social enterprise is important

Social enterprise is so important because its unique approach benefits the entire community in several ways.

Firstly, social enterprises play a key role in supporting an inclusive and thriving economy. In Australia, these businesses provide over 200,000 job opportunities (that’s 1 in every 60 employees), generate income, reinvest profits and foster a whole network of stakeholders, from suppliers and transport providers to lenders and legal teams.

Together, these advantages make a significant contribution to the country’s economic success. It is estimated that social enterprises generate $21.3B to the Australian economy each year, accounting for as much as 1% of GDP.

But the value of social enterprise goes far beyond financial effects. Social enterprises are driven to make a positive social impact as the trade, taking considered action to improve the social, physical and/or cultural environment.

A key catalyst for constructive change, their practices can inspire the masses to follow suit. Whether proponents of sustainability, safety, social equality or otherwise, these businesses are helping to shape a brighter future for all of us.

To ensure positive change through trade, any business wishing to become a social enterprise must obtain official certification first. Social Traders is the only provider of social enterprise certification in Australia. This certification verifies that a social enterprise makes a positive impact via trade by:

• Having a clear primary cultural, social, or environmental mission in line with a public or community interest;
• Gaining a considerable portion of revenue through commercial operations; and
• Investing resources into their mission to the extent that public or community benefit exceeds private benefit.

The certification process itself is supportive and flexible, with tailored guidance assisting any type of business in any stage of development. Together with Social Traders, your construction business will learn how to define its social impact model, as well as manage associated activities and costs. Plus, this invaluable support doesn’t stop with certification. As a social enterprise procurement specialist, Social Traders also connects certified social enterprises in Australia with all sorts of commercial and government buyers.

The easiest way to find a certified social enterprise for your upcoming construction project is to explore the Social Trader’s public directory. This online resource features a list of all verified social enterprises in Australia, providing you with plenty of options to choose from.

There are also state-specific directories available. For example, if your business and construction works are based in NSW, simply request access to this portal by emailing [email protected]. Alternatively, search the QSEC directory to discover social enterprises in Queensland. In Victoria, you can explore the Victorian Social Enterprise Network (SENVIC) directory.

With an extensive scope of spend and strong links to the public sector, the construction industry is well-positioned to bolster social enterprise. Providing the literal building blocks of our communities, it is our duty to ensure each project engages its surrounding people and resources as sustainably and effectively as possible.

As a leading construction social enterprise, Major Projects Group’s core purpose is to work towards a thriving environment via considered business practices.

One such example of our efforts is the establishment of the Major Projects Foundation (MPF). The MPF is a marine research and conservation not-for-profit organisation that delivers engineering solutions to safeguard the ecosystems within the Pacific Ocean. Target issues include the risk of oil spills from shipwrecks, plastic pollution, explosive remnants of war, ghost nets, and the consequences of climate change.

Additionally, the foundation provides public education about the environmental threats to our region, and capacity building within its communities.

As well as providing the seed funding, expertise and logistics to get this organisation off the ground, we continue to donate some of our distributable profits to its critical mission. Discover some of the key projects we worked on in 2022 below:

Federated States of Micronesia (FSM) WWII Shipwreck Pollution Mitigation Project

Chuuk Lagoon in the Federated States of Micronesia (FSM) has the most potentially-polluting ship wrecks in the entire Pacific Ocean, with 19 holding toxic fuel oil and unexploded ordnance that pose considerable environmental risks.

These dangers could also cause significant harm to the region’s 50,000 residents. The sheer amount of WWII wrecks at Chuuk Lagoon make it one of the top dive sites in the world, and the locals’ greatest foreign income stream. An oil spill or explosion could put a stop to this tourism, not to mention the vital fishing economy.

To tackle such risks, MPF partnered with the Australian Government Department of Foreign Affairs and Trade, FSM Government, Chuuk Government and Secretariat of the Pacific Regional Environment Programme (SPREP). In November, we had our first fieldwork for this project to define the current condition of the wrecks, as well as locate and measure the oil.

As our Research Director, Dr. Matt Carter, puts it: ‘‘helping to make a difference in the lives of residents of FSM is at the core of what we do.’’ Matt has since been recognised for his work with MPF in the Explorers Club 50, a renowned list of people who are changing the world.

Archaeological survey of the Japanese Submarine I-124

MPF is proud to have completed the first archaeological survey of the Japanese submarine I-124 that sank off Darwin during a WWII battle. It is now protected under the Underwater Cultural Heritage Act.

On the latest expedition since the Australian Navy’s in 1984, our divers descended over 50 metres to reach the wreck, inform scientific research and support site management.

With expert eyes on the submarine, we have been able to shed light on what happened on that fateful day over 80 years ago, as well as the current condition of the wreck.

The wider team also consisted of archaeologists, a cultural liaison officer from the Australia-Japan Association of the Northern Territory and a film crew. Stay tuned to watch the short documentary on our expedition, which is set to be released on 24 March 2023.

Initiated and managed by Dr. David Doov Steinberg, Heritage Branch of the Northern Territory, this project was jointly funded by the Commonwealth Government’s Underwater Cultural Heritage Program and Northern Territory Government.

To learn more about our environmental protection efforts, enquire today on +61(0)2-4967-7900 or [email protected]. Whether you are a government body, a mining corporation or a property developer, it’s always a good idea to action your demolition with a certified social enterprise.

With construction workers being six times more likely to pass away from suicide as opposed to a physical injury on site, psychological issues are a mounting concern for contractors and their teams across Australia.

When someone is experiencing mental illness, it can not only harm their personal wellbeing, but also their productivity, attention to detail and ability to prevent accidents in the workplace. Therefore, as well as having a moral responsibility, employers are legally required to manage and minimise occupational hazards that may contribute to their employees’ mental ill-health.

At Major Projects Group, we are committed to kickstarting the crucial conversation about mental health in demolition. Having partnered with Transitioning Well, we are taking measures to ensure our people have the support needed to stay safe and healthy on the job.

To encourage other businesses to follow suit, we’ve put together the below guide on how to support mental health during demolition projects, sharing available resources and invaluable advice to help you care for your team members.

In Australia, 190 construction workers die by suicide each year – that’s one life lost every second day. Think this sounds exceptionally high? It is. Studies shows that construction workers are at a greater risk of suicide than professionals in other industries.

As well affecting an individual’s state of mind and resulting behaviour, psychological conditions have been shown to take a serious toll on the company they work for. Research suggests that mental illness and its effects (including reduced output, absenteeism, turnover and workers’ compensation claims) cost NSW businesses approximately $2.4B per year.

These figures stress the importance of prioritising mental health in construction environments like demolition sites – for both employees and their employers. Our sector has made great strides in mitigating the physical safety risks surrounding workers, but now we must look inward. We need to check in with the people behind the plant.

The Australian organisation Mates In Construction reviewed coroners reports to pinpoint the most common psychosocial hazards contributing to poor mental health in construction workers. Below, we break down these factors in detail.

Lack of communication

At the time of writing, roughly 87% of construction workers in Australia are males, who are at a greater risk of suicide than females. Why? The ‘suck it up and get the job done’ mentality adopted by many men means that demolition workers may find it tough to open up about their deepest emotions with colleagues. Feeling like there is no one to turn to can prevent these individuals from seeking the support they need.

Long hours away from loved ones

Demolition workers often endure long work hours, followed by lonely nights in temporary accommodation miles away from family and friends. This isolated lifestyle can leave workers more vulnerable to relationship breakdown and unhealthy coping mechanisms such as substance abuse and gambling – all of which can contribute to mental illness.

Anxiety-inducing workplace conditions

Mental health and construction can be opposing concepts due to the high-risk environment. Even with personal protective equipment (PPE) and strict safety protocols, accidents can happen on demolition sites. With regular exposure to potentially life-threatening hazards, some workers may find that dangerous workplace conditions are a cause of distress.

Physical stressors and chronic pain

With more and more employees continuing to work in demanding physical conditions past the traditional retirement age, construction workers often end up living with chronic pain. Ultimately, this can encourage harmful coping mechanisms that cause mental health problems like alcohol addiction.

Job insecurity

Workplace conflict and bullying

As with all workplaces, demolition sites can also see conflict and bullying amongst employees. From social exclusion to physical violence, workers may be threatened, abused or assaulted on the job. Whether a once off or repeated each day, such behaviour can have considerable consequences for the target’s mental health.

That is why it is so important to have an anti-bullying policy in your organisation, complete with a clear procedure for reporting and investigating incidents.

High demands and low levels of support

For more information on psychosocial hazards in the workplace, consult SafeWork’s list of factors that impact employees’ mental health.

The mental challenges of staying at or coming back to the demolition site

When a worker is experiencing poor mental health, it can feel particularly daunting and distressing to perform their professional duties. In order to best support an employee during this time, leadership must understand the obstacles that may be hindering their ability to remain at or returning to work.

Common barriers include:

• Fear of stigma, such as that coworkers may react negatively to the diagnosis;
• A perceived or actual lack of personal connection with colleagues and managers;
• Doubt about the extent or nature of mental health support available at work; and
• Worry that workplace contributors to psychological conditions have yet to be resolved.

If thrown to the side or handled poorly, psychosocial hazards can begin to build up and strip away at your team’s mental health. As a manager or supervisor, you play a major role in supporting the psychological wellbeing of your team. Here are a few steps you can take to show your staff that they are not alone.

1. Build awareness and tear down stigma

The Heads Up – Starter Kit is an excellent resource for expressing your dedication to mental health to your staff. Involving team members in this discussion and communicating your support efforts clearly and regularly will help your company to cut through the stigma surrounding mental illness.

Meanwhile, the Toolkit for mental health champions can be employed to build a mental health champions scheme. Mental health champions encourage positive mental health in the workplace by organising a variety of wellness activities throughout the year. They can also point colleagues in the direction of relevant support services as required.

To spread mental health awareness further, hang posters throughout your workplace, share a calendar full of inclusive events and provide a list of support services that your team members can call whenever they need.

2. Implement mental health training

Educate and equip your team with the tools to promote mentally health at work. Through SafeWork NSW, small and medium businesses can receive funding for mental health training. Major Projects Group is taking advantage of this opportunity and partnering with Transitioning Well to create a mentally healthy workplace (more on this below).

Black Dog Institute is another organisation offering free mental health training to eligible businesses throughout NSW. Available online or face-to-face, this short course gives your team the practical resources to discuss and support mental health.

Last but not least, Mates In Construction delivers onsite suicide prevention training to construction workers, teaching them how to spot changes in colleagues’ behaviour and help them to seek help when necessary. Since the programme’s introduction, suicide rates among construction workers in Australia have fallen by 8%.

3. Foster a shared commitment amongst leaders and team members

Ask your staff what issues are affecting them and which supports they would like to access. It’s important to make your workers feel like they are able to express their views without judgement and that their opinions on Work Health & Safety matters are valued.

This collaboration can help to achieve this by:

• Actioning employee surveys, workshops, focus groups and private discussions;
• Checking in on mental health initiative progress for ongoing improvement;
• Communicating honestly with your team on a regular basis;
• Establishing mental health champions; and
• Delivering the Toolbox Talk for Construction.

How to help an employee return to work after mental health leave

Returning to work is one of the toughest milestones someone can brave after battling a mental illness. However, it can also be a chance to reinstate a sense of normalcy and purpose.

Although many employers approach such a return with empathy and flexibility, others may have an unrealistic expectation of how long it takes to recover from a mental health incident.

Below, we explain how a business can implement minor modifications that can have a major impact on an employee’s performance, productivity and psychological well being as they recover from mental illness.

1. Take the time to talk (and listen)

It’s important to make sure that the employee understands that the information disclosed in this discussion is confidential. If any details must be provided to a third party, such as a manager or Human Resources, explain exactly which points will be passed on.

The How to ask R U OK? at work: A practical guide for the workplace and Beyond Blue Return to Work / Stay at Work Discussion Plan are both helpful resources to help you navigate these sensitive discussions effectively.

2. Plan ahead together

Creating a sense of structure around the employees return to work is paramount, minimising any unnecessary stress during this pivotal stage of recovery. This strategy should be developed in collaboration between the employee and their manager.

Begin by setting practical objectives and devising a clear procedure for tracking their progress and refining the approach. The resulting document should avoid any confusion in the future by clarifying roles, responsibilities, and plans to aid the worker’s recovery.

3. Make reasonable changes

• Reduced tasks and responsibilities;
• A flexible working schedule and structure;
• Relocation to a more conducive workspace;
• Organised support from managers and/or coworkers; and
• Additional personal leave.

Making these alterations can bring a range of benefits for your business and employee. For the worker, these changes help to:

• Enhance their day-to-day quality of life;
• Provide a constructive routine;
• Strengthen their sense of direction and purpose; and
• Present opportunities for social connection.

Meanwhile, advantages for the employer span from keeping an employee with valuable skills on your team, sidestepping the expense of onboarding new staff and creating a positive company culture where staff members feel genuinely appreciated.

4. Continue to connect

Whether your staff member requires some time off work or is feeling up to joining the team every day, you must make sure that they still feel appreciated and understood as they continue to recover over the long term.

Speak privately with your employee on a regular basis and see if they would be happy for their coworkers to check in, as well. With so much time spent onsite, strong social bonds at work are key to nurturing mental health during recovery.

The NSW Gov. Recovery at Work Resource Kit features the core principles of ‘Talk’, ‘Plan’, ‘Make Changes’, ‘Stay Connected’. You will also find a Return to Work planning template and recovery-oriented language guide, which are both powerful tools for supporting mental health in construction.

Discover how Major Projects Group is bolstering mental health on the demolition site

As well as working with us to solve occupational issues that may be a source of stress, burnout and fatigue for our employees, the coaches offer assistance with topics such as workplace bullying, client aggression and navigating difficult conversations.

Since gaining this invaluable support, Major Projects Group has:

• Implemented regular Toolbox Talks on our demolition sites;
• Sent out surveys to check in with office personnel;
• Hung up posters to raise awareness of mental health across our offices and sites;
• Included mental health messages on payslips; and
• Instigate one-on-one casual conversations to ask staff if they are genuinely okay.

Let’s care for our construction workers. To learn more about how Major Projects Group is championing mental health in demolition, enquire today on +61(0)2-4967-7900 or [email protected].