An in-depth analysis exposes the prevailing lack of diversity on the executive boards of the UK’s largest construction firms.
- Women represent only 13.6% of the construction workforce, showing a post-pandemic decline.
- Although some progress has been made, boardrooms remain predominantly white and male.
- Ethnic diversity is critically lacking, with only seven out of 194 board members from BAME backgrounds.
- Efforts are underway to enhance diversity, but significant challenges remain.
An analysis of the executive boards of the UK’s top 20 construction firms reveals a significant lack of diversity. This analysis underlines the fact that the construction industry trails behind others in terms of gender and ethnic representation. Official employment data highlights that women make up just 13.6% of the construction workforce, a percentage that has plummeted to its lowest post-Covid level. Moreover, while 19.3% of the working-age population is identified as black, Asian, or from minority ethnic backgrounds, less than 14% of the construction workforce fits this demographic profile.
Catherine Warbrick of Costain articulates the expectation that executive and board members act as ‘active allies’ in promoting diversity and inclusion. Despite this, a closer examination of the top firms shows boardrooms remain starkly unbalanced in terms of gender and ethnicity. With most boards dominated by white males, there is a clear disparity between construction and more progressive sectors where diversity benchmarks are more robustly met.
The Parker Review, led by Sir John Parker, indicates that diversity is a sign of corporate strength, contributing to richer dialogues and more effective decision-making. Despite these insights, the analysis shows that 13 out of the 20 leading contractors have no ethnic minorities on their boards, and of the 194 board members, a mere seven are from BAME backgrounds.
Precious Zumbika-Lwanga of Carus Advisory Services suggests the industry’s approach to diversity as ‘immature’ compared to sectors actively promoting diversity at board levels. She notes that traditional board compositions have long influenced industry standards but stresses the need for innovation and creativity from minority board members to meet contemporary challenges.
Jennifer Winyard of Women in Property points out a structural inflexibility that hinders women’s advancement to senior roles. Once women receive promotions, the working environment often doesn’t support further progression, making it harder for them to transition to higher roles due to personal and professional life imbalances.
Several firms have acknowledged these diversity shortcomings and initiated programmes to address them. For example, Murphy Group supports young black men entering construction through integration labs, and Laing O’Rourke aims for a gender parity by 2033 across its global operations. Furthermore, Morgan Sindall targets increased female board representation, while Balfour Beatty is set on boosting the number of its female and minority ethnic employees significantly by 2030.
Despite these efforts, the overarching picture remains concerning. The boards of 13 of the leading firms are entirely white, and ethnic minority board membership is a scarce 4%. This scenario starkly contrasts with other major UK sectors where a majority of firms have embraced boardroom diversity as a norm rather than an exception.
Efforts have been focused at grassroots levels, especially in enabling more women and ethnic minorities to enter senior roles. The push for gender and ethnic equality is observed, but industry experts argue that deeper systemic changes are essential to dismantle entrenched barriers. Many believe that increasing male and white female allyship will be critical in supporting minority representation.
Women continue to face challenges in environments not equipped to accommodate their unique needs, such as proper facilities on-site and career progression support through life changes like menopause. There are also concerns about the lack of understanding regarding older women’s physiological needs, which forces some to leave before reaching top management roles.
With continued efforts, the industry may gradually progress toward better representation at the top. However, the need for a concerted and holistic approach remains crucial to reshaping construction’s executive board landscapes.
Despite steps towards greater inclusion, the UK construction industry faces significant hurdles in achieving boardroom diversity.
