Laing O'Rourke reviews

pays for your interstate moves

During my time at Laing O'Rourke on the EBTA Alliance, the work environment often felt more like a high-pressure, controlled setting than a collaborative team. There was a strong sense of being constantly watched and micromanaged, which created a culture of mistrust and made it difficult to feel valued or empowered in my role. Individual contributions were rarely acknowledged, and it often felt like I was just a number in a large system. The alliance structure had too many leaders involved, leading to confusion, inconsistent communication, and a lack of clear direction. Safety, although heavily promoted in presentations and meetings, seemed more like a branding exercise than a genuine priority. In practice, safety input was regularly overruled by delivery demands, making it challenging to implement meaningful improvements or uphold consistent standards. Although work-life balance and flexibility were pitched positively during the interview process, the reality was quite the opposite. Any request to leave early or take a day off was met with excessive scrutiny and resistance, reinforcing a culture that valued control over trust or wellbeing. Overall, the culture prioritized deadlines, hierarchy, and image over the needs of its peopleespecially those trying to drive positive change in safety and culture.