The construction industry is evolving rapidly, with advanced smart technology integration, increasing focus on improving safety and the growing emphasis on sustainability, companies are adapting to these changes to remain competitive and to address broader economic and social challenges.
Moreover, the industry also faces a crucial challenge that could redefine its future landscape: diversity and inclusion.
With less than 15% of construction professionals being female and less than 6% from minority groups according to the Construction Industry Council (CIC), the sector stands at a critical junction to harness an entirely untapped demographic of potential talent that addresses the impending resource challenge.
This challenge is further amplified by the sector’s struggle to attract new entrants that may not view it as a viable or stable career path, especially after the most recent economic downturns and recessions.
So why is that women and minority groups do not view construction as a viable career option and once they enter the industry, what does it take for them to succeed? How can conditions be improved?
Not simply a staffing solution
Diversity and inclusion in the workplace are moral imperatives and not simply solutions to staffing shortages. The absence of diverse perspectives in construction perpetuates stagnation and acts as a barrier to innovation and productivity.
As we move forward, it is essential to understand that the inclusion of diverse groups enhances the problem-solving capabilities and creativity of teams, thereby driving competitive advantage.
My entry into the construction industry was marked by isolation and stereotyping, a sentiment echoed by many in leadership positions who belong to minority groups.
The industry, traditionally seen as a bastion for white males, often relegated women and other minorities to ancillary or middle management roles, rarely rising to the ranks of senior management or leadership.
However, the landscape is shifting.
Global movements and a growing recognition of the importance of diversity are prompting a re-evaluation of workplace cultures and recruitment practices. Meritocracy should still hold centre stage, but we are seeing greater accountability for inclusion and diversity, allowing for a fresh perspective and scrutiny in order to understand the construction sectors standing compared to other industries.
It is needless to say we are behind the curve.
Diversity in the GCC market
In the GCC, the narrative is evolving. The UAE, for example, has made remarkable strides, moving up significantly in the UN gender equality index to become 7th globally in 2024, a significant improvement from 49th in 2015.
There has also been a notable increase in women’s participation in the private sector, growing 23.1% from 2022 to 2023.
Legislation in the UAE prohibits gender discrimination in the workplace, and these laws encourage more women to join the workforce. This drive has continued with a focus on increasing the representation of women in leadership positions to 30% by 2025.
In the Kingdom of Saudi Arabia, significant leadership positions are being filled by women. Organisations, such as the Red Sea Development Company and other PIF entities, are leading the way on diversity and inclusion.
Such advancements are crucial, yet they also mask the underlying challenges that persist, such as inclusion in leadership roles and breaking the glass ceiling in non-traditional fields for women.
The diversity of the GCC, driven by a mix of nationalities and cultures, offers a blueprint for what is possible globally. This diversity arises from an expansive talent pool, which should be leveraged to foster an inclusive culture that actively seeks to break down stereotypes and welcome new entrants from varied backgrounds.
To truly change perceptions, initiatives must begin at the grassroots level, targeting young minds with a narrative that construction is not reserved for any single demographic.
Despite progress, daily challenges remind us of the journey ahead. For instance, standard safety protocols like hard hat requirements often overlook the needs of those who wear turbans or other religious headgear, illustrating how policies can inadvertently exclude.
This situation forces these individuals to have to adapt, compromise, and make their own concessions to fit in and fully meet the requirements of their roles.
Moreover, women from conservative backgrounds may face restrictions that limit their career development, especially in roles requiring travel.
The reality of these challenges highlights the need for considering policies and procedures that truly reflect diversity and inclusion, and if they do not, how do you deliberately make concessions to ensure they are fit for purpose so that everyone has a level playing field?
Create a cultivating and nurturing environment
Additionally, rather than solely adjusting policies to be inclusive, the goal is to cultivate an environment that naturally attracts and nurtures diverse talent.
This proactive approach not only prepares the industry to welcome those who might not have considered it as a career option but also positions construction as a forward-thinking, inclusive field ready for the challenges of the future.
Ultimately, we shouldn’t only rely on statistics to prove how inclusive we are.
While legislative changes are essential for setting frameworks for diversity and inclusion, they are insufficient on their own to foster a truly inclusive culture.
Leaders who can view challenges through the lens of minorities, drive cultural change, readdress the balance, and present an innovative industry with leadership from all corners of society.
As we reflect on the strides made and the path ahead, it becomes clear that for the construction industry to truly embrace diversity, a multifaceted approach is needed.
This includes changing perceptions to make the field welcoming to all, addressing specific challenges to ease the professional journeys of minorities, and cultivating leaders who champion cultural inclusivity over mere legislative adherence.
Only then can we hope to build not just structures, but a resilient, diverse workforce that mirrors the society it serves.
** As issued in Construction Week Middle East
