Equality, diversity and inclusion remained firmly on the construction agenda throughout 2025, although the nature of that conversation continued to evolve. Over the past year, the industry increasingly moved beyond statements of intent, taking stock of what progress has been made, where barriers persist and how inclusion must be positioned to support long term workforce sustainability. As construction looks ahead to 2026, EDI is being considered not only as a reflection on recent trends, but as a strategic response to skills shortages, cultural expectations and the future shape of the sector.

From CIOB’s perspective, recent years have seen a clear increase in EDI activity, particularly among professional bodies. Mark Harrison, Head of EDI and Transformation at CIOB, reflected on this shift, saying: “Since 2021 we’ve had a rise in activity around EDI in the sector, particularly from the professional member institutes.” While global social movements helped to accelerate early engagement, EDI has since become more firmly embedded in conversations about leadership, professionalism and long-term workforce planning.

CITB’s assessment of 2025 similarly acknowledges progress, while emphasising the importance of perspective. Nadine Pemberton Jn Baptiste, Executive Director of Legal, Governance and Compliance at CITB, commented: “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.” She pointed to increases in employees from global majority backgrounds and growth in female apprenticeship starts, while stressing that momentum must be maintained if those gains are to translate into lasting change.

Alongside the work of professional bodies and training organisations, there has been growing recognition across the sector that responsibility for EDI outcomes sits more broadly within the industry. Clients, contractors and supply chain partners are increasingly understood to influence workplace culture, employment practices and expectations around behaviour. Rather than being viewed as a discrete initiative, inclusion is more often discussed as part of leadership practice and organisational resilience, particularly as social value considerations continue to shape procurement and delivery.

Skills shortages have increasingly shaped CIOB’s approach to EDI. Harrison has consistently linked inclusion to the industry’s capacity to meet future demand, noting that construction needs a quarter of a million new entrants by 2027. Reflecting on this challenge, Harrison observed: “If only two or three percent of on-site operatives are female, there’s an obvious answer there.” This framing has helped position EDI less as a compliance exercise and more as a practical response to labour constraints facing the sector.

For CITB, the skills challenge extends beyond recruitment to how individuals are supported once they enter the industry. Pemberton Jn Baptiste emphasised that inclusion must be embedded throughout the employment journey. She explained: “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.” She highlighted the importance of collaboration between employers, educators and industry bodies in creating sustainable and accessible pathways into construction.

Across the wider industry, attention has increasingly turned to whether existing entry routes reflect the changing profile of the workforce. While apprenticeships remain central, there is growing interest in alternative pathways, including career change routes and return to work programmes. These discussions reflect an understanding that barriers to entry often arise well before individuals engage directly with employers, and that clearer alignment between outreach, education and employment practices is likely to be needed to broaden participation.

The wider political context added complexity to EDI discussions during 2025. Harrison acknowledged that international pushback against diversity initiatives had influenced debate in the UK. He described the period as “interesting times”, while noting that many organisations have responded by reaffirming their commitment. This, he suggested, may indicate that EDI is becoming more resilient within industry priorities, even as external pressures fluctuate.

CITB has also highlighted the importance of culture alongside policy. While progress is often measured through data and representation, Pemberton Jn Baptiste cautioned against relying on numbers alone. She stated: “Progress isn’t just about numbers, it’s about culture.” She pointed to an increasing number of employers embedding EDI principles into recruitment, retention and progression strategies as an indicator of more sustained change.

One challenge frequently identified across the sector is the variation in workplace experience between organisations and project environments. While examples of good practice are becoming more visible, experiences are not always consistent, particularly in site-based settings. As a result, there has been growing discussion around the need for clearer and more consistent expectations relating to behaviour, leadership and accountability, alongside improved support for line managers responsible for day to day team dynamics.

One of CIOB’s most consistent concerns throughout 2025 has been the lack of robust data to inform decision making. Harrison argued that without better evidence, initiatives risk being poorly targeted. He said: “EDI has to be based on evidence. We can’t base it on assumption.” While women account for around 20 per cent of the construction workforce, there remains limited understanding of where underrepresentation is most acute and where interventions could be most effective.

Beyond institutional reporting, many employers continue to face challenges in collecting meaningful workforce data. Without a clearer picture of recruitment, progression and retention patterns, it can be difficult to assess the impact of EDI activity. Improved data collection and greater openness around outcomes are increasingly seen as important enablers of learning across the sector.

Workplace culture remains a significant challenge. Harrison questioned whether the industry is consistently offering environments in which people from underrepresented groups can thrive. He warned: “It’s all good encouraging women to join the built environment sector, but are we encouraging them to join a workplace that is toxic.” Ongoing reports of bullying and inappropriate behaviour underline the importance of sustained attention to behaviour and accountability.

From CITB’s perspective, inclusion must work for everyone across the workforce. Pemberton Jn Baptiste has highlighted the importance of supporting individuals through different life stages, including pregnancy, menopause and broader wellbeing considerations. She has argued that these factors play a critical role in retention, progression and long-term workforce stability.

As the conversation continues to mature, retention is increasingly viewed as a key indicator of progress. Attention is shifting towards how inclusive policies translate into everyday experience, particularly in relation to flexibility, wellbeing and career development. Ensuring that these considerations are applied consistently across both office and site based roles is likely to remain an important focus for the industry.

Looking ahead to 2026, CIOB is placing greater emphasis on long term collaboration and realistic expectations. Harrison pointed to the extension of the EDI memorandum of understanding between professional institutes and cautioned against expecting rapid cultural change. He remarked: “We’re not going to turn around the oil tanker of culture. We have to accept this is a long-term plan of action.” Progress, he suggested, should be measured over years rather than months.

CITB’s priorities for the year ahead reflect a similar outlook. Pemberton Jn Baptiste framed diversity as central to workforce resilience. She stated: “Diversity is not a challenge to be managed, it’s a solution to the skills gap.” She emphasised the need to embed inclusion across the entire talent pipeline, from outreach and apprenticeships through to leadership development.

As construction moves into 2026, reflection on the trends of 2025 reinforces a clear message. EDI is no longer a peripheral concern or a short-term initiative. It is increasingly recognised as fundamental to workforce sustainability, productivity and reputation. The year ahead is likely to be defined not by new rhetoric, but by the extent to which commitment is translated into consistent, everyday practice across the sector.

Written By: Olivia Needham