TMR People and Culture - Year in Review

In 2024–25, the Department of Transport and Main Roads' (TMR) capable, adaptable, and diverse workforce supported the delivery of strategic outcomes and drove key initiatives and programs. TMR's programs supported professional development, lifted our leader's capability, delivered digital transformation, and maintained a respective and safe work environment that enabled employees to feel empowered and valued.

Under a refreshed Strategic Workforce Plan, TMR continued to focus on building a thriving, curious, digitally agile, and results-driven workforce. Key programs and outcomes included:

• continuation of the TMR People and Safety Committee, a governance board comprising of Executive Leadership Team (ELT) members and the Chief People and Culture Officer, who provided clear direction and support in managing our people and keeping them safe
• a revised Leadership Development Roadmap designed to ensure that leaders are well-equipped to navigate the complexities of the future and steer TMR towards success
• recruitment of a diverse cohort of university graduates into technical and professional disciplines though our nationally recognised Graduate Program
• delivery of new and improved online human resources (HR) services including performance and development plans, forms, and tools that support effective people and payroll management.

Employee wellbeing and professional growth was supported this year with:

• More than 2700 employee engagements with leadership development offerings
• 296 participants in TMR's Women in Leadership and OneTMR mentoring programs
• positive increases in 2024 Working for Queensland Survey Wellbeing Index.

While the TMR Mental Health and Wellbeing Strategy 2022–2024 has come to a close, TMR continued to deliver wellbeing activities against the five pillars of wellbeing, with a range of initiatives aimed at cultivating wellbeing delivered throughout the first half of 2025.

In 2024–25, usage of TMR's decentralised safety reporting system, which allowed employees to report their own safety incidents, continued to trend upwards as employees became comfortable using the new system. Positively, the closing out of report incidents has increased significantly, over 150 per cent since implementation. Ongoing system improvements remain a priority for TMR, making the system dynamic and usable across the breadth of users.

The annual TMR CUBIE staff recognition awards received a high number of nominations with almost 900 people attending the awards ceremony. Winners are recognisedon page 135.

TMR continued to support inclusion and diversity in 2024–25 by:

• continuing to deliver outcomes under the revised Equity and Diversity Plan 2024–2026
• undertaking an annual Equity and Diversity Audit, which gathers and analyses information about the composition of TMR's workforce and identifies opportunities to progress equity and diversity within the organisation
• participating in First Nations and multicultural recognition days
• delivery of cultural awareness and capability training
• co-sponsoring the Brisbane Pride festival and leading the Queensland Government's sponsorship of Brisbane Powerhouse's Melt Festival, an open-access festival of LGBTIQA+ arts and culture in Brisbane.
• celebrated women in the workplace with the annual Wonder Woman program whereby women are nominated for an award and winners are connected to a Wonder Woman Ambassador for mentoring.