Imagine Donald Trump requiring 4x the votes of Kamala Harris to win the 2024 presidential election. Or Aston Villa needing 4x the goals in the 1984 Champions League final to win, whilst their opponent, Bayern Munich, only needed one.
As absurd as this sounds, it reflects the reality for ethnic minority groups in the UK construction industry. According to the Diversity Survey by the Supply Chain Sustainability School’s Fairness, Inclusion and Respect (FIR) Programme, candidates from ethnic minority groups face an astonishing disparity: 88.4 applicants per hire compared to 26.3 applicants per hire for their white counterparts.
This means ethnic minorities must work four times harder for the same job. Such inequity is not only unethical but also unsustainable for an industry grappling with skills shortages and the need for innovation.
Why Diversity and Inclusion Matter
A lack of diversity limits innovation and growth. Homogeneous teams produce predictable results, while diverse groups foster creativity and problem-solving. The Diversity Survey also reveals that only 6% of board members in construction are from ethnic minorities. Without diverse leadership, companies miss out on varied perspectives critical for meeting client needs and driving progress.
Diversity is also a business imperative. Inclusive workplaces attract top talent, enhance engagement, and foster better decision-making. With nearly half the population in regions like the West Midlands identifying as ethnic minorities, construction companies must embrace diversity to remain competitive and relevant.
My Personal Experience: The Gap Between Rhetoric and Reality
The construction industry’s marketing often champions diversity, but my experience paints a different picture. In 2019, I was drawn to construction by a “diversity-centred” ad campaign. Yet, once I entered the industry, the disconnect between its promises and reality was stark. Ethnic minorities are largely confined to entry-level roles, with limited career progression or role models.
Despite my ambition to become a project manager, I saw few people who looked like me in leadership. Conversations with colleagues revealed a shared frustration. Many companies pay lip service to diversity but fail to create meaningful change.
The challenge often lies in a lack of awareness, unconscious biases, or uncertainty about where to begin. But inaction is no longer an option.
The Cost of Inaction
In the UK, construction companies that fail to meet their Diversity and Inclusion targets face several ramifications, impacting their ability to win contracts, reputation and their compliance with legal obligations. Here are some examples:
Equality Act 2010
Employers must avoid discriminatory practices and ensure compliance with anti-discrimination laws. Failing to promote Diversity and Inclusion could lead to legal action, including claims for unfair treatment or discrimination by employees or applicants.
Social Value Act 2012
Public sector contracts often emphasise "Social Value" criteria, which includes Diversity and Inclusion outcomes such as employing ethnic minority groups and community engagements. Companies that fail to deliver on these criteria may see penalties, score poorly in procurement evaluations, or be excluded from future bids.
Public Sector Equality Duty (PSED)
Companies bidding for public sector projects must show compliance with PSED requirements, which mandate active promotion of Equality, elimination of discrimination, and fostering of good relations. Failure to meet these obligations can disqualify companies from bidding or cause them to lose existing contracts.
Negative Public and Industry Perception
Companies that fail to demonstrate inclusivity may be seen as outdated or non-progressive, impacting their reputation in the industry and community. Such can deter top talent, clients, and partners from associating with the business.
How to Drive Change
Diversity-Centred Mentorship Programmes
Mentorship programmes tailored to ethnic minorities can bridge representation gaps, foster career growth, and improve retention. McKinsey & Company reports that companies with robust mentorship see higher employee satisfaction and leadership diversity.
Inclusive Recruitment Practices
Blind hiring and proactive outreach can reduce biases and expand the talent pool. According to Deloitte, inclusive recruitment practices increase workforce diversity by up to 15%, enhancing team performance and innovation.
Community Engagement
Engaging with schools, community groups, and underrepresented populations demystifies construction careers and builds a future talent pipeline. The Chartered Institute of Building (CIOB) highlights the importance of outreach in changing perceptions and fostering inclusivity.
A Call to Action
The UK construction industry stands at a crossroads. Companies must transition from surface-level diversity campaigns to systemic change. This includes building inclusive leadership, addressing unconscious bias, and committing to measurable outcomes.
Failure to act will not only perpetuate inequality but also stifle the industry’s ability to grow, innovate, and serve a diverse population. The time for action is now.
By Muhammad Sibi
Founder and Director,
SIBINET
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