Diversity in construction is not a challenge to be managed but a solution to the construction skills gap, writes Nadine Pemberton Jn Baptiste, executive director of legal, governance & compliance at the Construction Industry Training Board
The construction industry is facing a significant demand for skilled workers. The Construction Industry Training Board’s (CITB) Construction Workforce Outlook shows that we need over 47,000 additional workers across the UK annually to meet demand. This isn’t just about meeting targets; it’s about how and who we are encouraging to join our industry and how we’re supporting them once they arrive to create a more inclusive and sustainable workforce.
When we talk about equality, diversity and inclusion (EDI) in construction, the conversation is too often framed as a “challenge” – something difficult, uncomfortable or additional to the real business of delivering projects and filling vacancies.
Diversity is not a challenge to be managed; it’s a solution to the skills gap. By creating inclusive pathways into construction and supporting people from all backgrounds, we build a stronger, more resilient workforce. That means tackling barriers head-on, whether it’s improving PPE for women, providing facilities that meet everyone’s needs or supporting people through life stages like pregnancy and menopause.
Supporting a more inclusive workforce
We hear a lot about the lack of diversity in construction, and it’s true there is plenty more to do, but I also think it’s important to take stock of some of the progress that we’ve
made as an industry in recent years.
For example, the number of construction employees from global majority backgrounds has increased by 2% over the last three years. The number of women starting construction apprenticeships has jumped from 1,450 in 2018 to 2,410 in 2025. During the same period, the number of women completing a construction apprenticeship increased from 340 to 910.
While an increase is always great to see, it must be sustained to make a real impact and improve workforce diversity. Construction has historically relied on informal recruitment networks. These networks have sustained the industry for decades – but also limited who enters. Recruiting in the same ways, from the same places, will inevitably reproduce the same workforce.
At a time when we are facing significant labour shortages, that approach is no longer just outdated but the “it’s the way we’ve always done it” mindset is holding us back.
When diversity is treated as a compliance exercise, we miss the point. The real opportunity is about widening the talent pool and creating an industry that people actively want to join and stay in.
Culture matters more than policies
Culture in construction isn’t defined by values written on a wall or policies stored on a shared drive. It’s about how people treat each other when no one is watching; but culture needs to be created by everyone, not just executives.
Leadership’s role is to listen, create safe spaces and enable people to speak up. Healthy culture means employees feel safe and able to show up as themselves, including in small things like bringing culturally specific food to work.
One issue that often comes up in discussions about culture, in construction in particular, is “banter”. While humour can be a positive part of working life, particularly in a physically demanding industry like construction, banter can also become harmful when it masks prejudice or exclusion.
When jokes are made at someone else’s expense, and dismissed as banter, it creates an environment where people feel they have to stay quiet to fit in. Over time, that shrinks people. It affects confidence, wellbeing and performance, and it pushes talented individuals out of the industry altogether.
An industry that cannot retain people cannot solve its skills gap. One of the best things I’ve witnessed since joining CITB is seeing our staff confidently challenge executives and collaborate with a shared purpose, clear signs of a healthy, empowering culture.
Representation changes what feels possible
One of the most powerful drivers of change I’ve seen is representation. When people see others like them thriving in construction, whether on social media, in leadership roles or on site, it changes what feels possible.
Today, we are seeing more women, people of colour and people from different backgrounds openly sharing their experiences of working in construction. That visibility matters. It helps break down outdated stereotypes and shows that there is something for everyone in construction.
And crucially, it helps address the skills gap by opening the door to people who might never have considered the industry otherwise.
Prioritising inclusion to build a sustainable workforce
The priority now needs to be embedding inclusion into every part of the talent pipeline, from outreach and apprenticeships to leadership development.
When employers, educators, and industry bodies collaborate, change happens. Platforms like Go Construct are helping to challenge stereotypes and create inclusive, measurable pathways into the sector.
However, progress isn’t just about numbers; it’s about culture. We’re seeing more businesses embed EDI principles into their recruitment and retention strategies, and that cultural shift is vital for long-term success.
We need to make construction a career of choice for people from all backgrounds and that requires visible role models, allyship and a commitment to fairness and respect across the sector. When diversity becomes the norm, not the exception, we’ll not only close the construction skills gap but also create an industry that reflects the society it serves.
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