Webuild is moving early-career learning out of the classroom and onto some of Australia’s largest construction projects, an approach championed by the late Peter Bennett.
This article features reflections from the late Peter Bennett, whose leadership helped shape Clough’s commitment to developing the next generation of construction professionals. His passion for investing in early-career talent and strengthening the industry workforce will remain an enduring legacy across the organisation and its projects.
Webuild is embedding early-career talent into the core of its Australian projects, treating scholarships, internships and graduate pathways as a workforce capability strategy tied to long-term infrastructure delivery. In Australia, this approach is being implemented across live project environments, where emerging professionals engage with the construction lifecycle rather than remaining in observational roles.
The company views future project certainty as inseparable from workforce readiness. With large-scale infrastructure programs progressing across Australia, the challenge is no longer only recruitment volume but also developing professionals who can interpret risk, navigate multidisciplinary interfaces and contribute to delivery outcomes early in their careers.
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During his tenure as CEO of Clough, part of the Webuild Group, Peter Bennett consistently emphasised the importance of early exposure as an investment in the industry’s future workforce.
“Early career development is critical,” said Bennett. “Our business and our industry are growing and robust. Historically, we have relied on tertiary institutions to develop the people who come into our organisations, and that is not adequate anymore. We have to invest in people from all backgrounds, foster their interest in our sector and then help them succeed in line with our values.”
For Webuild, this investment responds to the scale of the national infrastructure pipeline and sustained demand for skilled professionals.
Bennett often noted that projects are progressing across Australia concurrently, removing the ability to rely on labour mobility between regions. The result is increasing competition for both professional and trade skill sets, particularly in electrical, instrumentation and mechanical disciplines on complex programs.
Early-career pathways close the gap between academic competence and project literacy.
One of the long-standing legacies Bennett spoke about with pride was Clough’s commitment, as part of the Webuild Group in Australia, to working with tertiary institutions across New South Wales, Victoria, Queensland and Western Australia, awarding scholarships since the early 1970s.
“We have awarded more than 200 scholarships to date,” said Bennett. “We need to generate interest in our sector and open people’s eyes to the career opportunities available. Traditional hiring brings ready-made, technically trained personnel, but early-career programs allow us to implement skills that are more specific to the way we operate.
“Universities do a great job from a technical standpoint, but we have to bridge the gap between technical expertise and on-site application. A key role for us is to facilitate that transition.”
Real-world environments require an understanding of coordination, constructability, procurement sequencing and lifecycle implications that are gained through project exposure. Rather than waiting for graduates to acquire this knowledge over time, Webuild’s model introduces it from the outset through site immersion, cross-functional rotations and continuous mentoring.
Immersion becomes tangible when interns move from theoretical learning into practice, something Bennett often observed during visits to project sites.
“I spoke with a group of interns who had been there for a few days as part of their program. The feedback was that it is far more meaningful to see a process, system, piping and instrumentation in the field rather than just lines on a page,” he said.
“When you are physically out there in the field, you can trace instrumentation back into the control room and get a real sense of the impact of what you are doing.
“It also gives people an awareness of the influence they have across the project lifecycle. As an engineer, you may design something, but it still has to be procured, installed, operated and maintained. Understanding how your decisions affect others allows you to make better decisions in your own role.”
That lifecycle awareness is a recurring theme among participants within the program. Civil engineering intern Inass Chedid, who was awarded the University of Melbourne – Webuild Civil Engineering Scholarship in 2024, says exposure to live projects fundamentally altered her perception of the sector’s operational complexity.
“Before, I mainly saw the industry from a technical and design point of view, but once I was exposed to real projects, I realised how collaborative and multidisciplinary construction really is,” says Chedid.
“At university, the focus is often on calculations, theory and standards, but in practice it also involves a great deal of coordination, planning and communication between different teams, as well as risk management.”
Her involvement in reviewing and preparing technical documentation for a transport infrastructure bid shows how early integration translates into tangible contributions. What began as process support evolved into independently managed tasks that were incorporated into a final submission.
A similar pattern is evident on site at the new Women and Babies Hospital in Perth, where mechanical engineering intern Breanna Pinelli is currently working full time. Her responsibilities include preparing daily pre-start briefings, coordinating with supervisors and communicating upcoming works to subcontractors.
“Having that connection with both people within the company and those on site makes me feel trusted and that the work I am doing is making an impact,” says Pinelli.
“There are so many opportunities and such a variety of projects, which means you are constantly exposed to different types of work. It makes me excited about the future of the industry.”
This level of responsibility accelerates the transition from academic learning to professional judgement. Interns are exposed to technical tasks, stakeholder communication, site coordination and the procedural discipline that underpins safe, consistent project delivery. Over time, this exposure cultivates confidence and decision-making maturity that would otherwise take years to develop through theoretical training.
“The program has accelerated my shift from student thinking to a more professional mindset,” says Chedid. “Being exposed to real projects has helped clarify my interest in working closer to delivery and has given me a better understanding of the full project lifecycle.”
From a leadership standpoint, this acceleration contributes to organisational resilience. Bennett emphasised that developing talent internally allows emerging professionals to learn established systems, safety frameworks and delivery methodologies from the outset, leading to safer workplaces and more consistent outcomes for clients over time. Workforce longevity and internal knowledge retention maintain continuity across current and future infrastructure programs.
“We have scholars who started with us 20, 30 and 40 years ago and are still with us today,” said Bennett. “The knowledge they carry and share with those entering the workforce is extremely valuable.”
He also pointed to the ageing profile of the construction workforce as a factor shaping the sector’s outlook.
“We have an ageing industry in general and shaping the next generation to bring a fresh perspective and be conversant with modern technologies and innovative solutions is how we continue to improve,” he said.
Webuild’s pathways are structured around a long-term outlook. Scholarships, internships and graduate placements are part of an end-to-end development model supported by mentoring, leadership programs and cross-functional exposure. Mentorship is a core element of this framework. Experienced professionals do not simply explain what decisions are made but why they are made.
“That has helped me understand the practical application of what we learn at university,” says Chedid. “At university, you are often taught the theory and the steps to follow, but it can be difficult to translate that into real-world situations. Having experienced colleagues who take the time to guide me has been valuable for my development.”
Bennett often described mentorship as a two-way exchange, benefiting both emerging professionals and experienced leaders. Webuild pairs interns with mentors outside their function to give them a different perspective, while also giving the mentor insight from another area.
“At the same time, you gain fresh perspectives from new talent, particularly as the industry adopts artificial intelligence and other emerging technologies,” said Bennett. “Bringing in younger people who are more comfortable and capable in that space contributes to organisational resilience and strengthens our ability to deliver projects while taking advantage of new technologies.”
Leadership behaviours are another focus. Webuild’s early-career programs cultivate teamwork, communication and emotional intelligence.
Pinelli says her internship has strengthened her confidence and communication skills, particularly when collaborating with peers at university who have not yet had comparable industry exposure.
“I have become more confident entering new environments and more comfortable stepping outside my comfort zone, which has been a valuable part of the experience,” she adds.
Webuild measures the long-term effectiveness of these programs through retention, career progression and structured feedback. Interns present to the leadership team at the conclusion of their placements, outlining what they have learned and what can be refined.
Bennett said the responsibility for shaping future construction professionals ultimately rests with the industry itself.
“We employ these people and have the care, custody and responsibility for how they work each day, the product they deliver and the career journey they are on,” he said.
“We aim to build a workforce that is proud to be part of the construction industry, proud of its culture and committed to continually improving it. We aim to help shape an industry that people admire and recognise as a solutions provider.”
For Chedid, the broader implication goes beyond individual development.
“Experiences like this reinforce how important it is to invest in young professionals, particularly in Australia where skills shortages are affecting the construction and infrastructure sector,” she says.
“Programs like this support knowledge transfer and help build confidence early in a career. The experience has strengthened my long-term perspective and encouraged me to continue growing within the industry.”
Through Webuild’s early-career programs, the same projects shaping Australia’s future are also shaping the professionals who will deliver the next wave of infrastructure, continuing the legacy of leadership and industry stewardship championed by Bennett himself.
On behalf of everyone at Clough and the Webuild Group, we honour Peter Bennett’s legacy and extend our deepest condolences to his loved ones. Peter was an exceptional leader, colleague and friend, widely respected for his integrity, his unwavering commitment to excellence and his genuine care for people. His influence on our company, culture and industry will endure for many years to come.