inclusive workplace. Further, while 58% of respondents wanted to grow their careers, only 47% said their companies offered tailored career advancement programs. Ten, too, are the significant on-the-


job challenges of sexual harassment and workplace violence. Nearly one quarter of female construction workers have reported frequent sexual harass- ment—which led to almost half leaving the industry.


Actions That Will Open the Doors To Women and Others Here are some important considerations for moving forward:


Build an inclusive culture. It’s crit- ical to walk the talk, and that starts with leadership that sets the example. But it also requires a demonstrated commitment to a supportive environ- ment, bolstered by policies and actions that matter. Update your employee handbook to reflect current laws and inclusive language. Establish multiple channels for reporting workplace con- cerns, including anonymous options. Implement mandatory anti-harassment and workplace violence prevention training for all employees.


Focus on worker safety. Of course, this is important to all employees, but there are nuances that too many construction f irms may overlook. Personal protective equipment (PPE), for example, is key to a safety cul- ture, but this isn’t a one-size-f its- all proposition. Only 31% of women construction workers said their PPE was specifically designed for females. Oversized hard hats and work gloves and ill-fitting harnesses pose a safety hazard. Another exposure is tools and equipment that aren’t designed


for smaller frames, which can lead to ergonomic injuries that are more common among women. Such risks can be minimized by investing in the right PPE, modernizing equipment and stepped-up safety training, improving productivity, reducing workers’ com- pensation claims, and making the job more attractive to women.


er’s commitment to employee health. It’s also key to fix benefits gaps. Often overlooked, for example, is the value of short- and long-term disability, offered by only 29% and 17%, respectively, of construction companies. Tis means women may not have employer-paid maternity benefits, which leads 63% of parents to leave their construction jobs.


Nearly one quarter of female construction workers have reported frequent sexual harassment—which led to almost half leaving the industry.


Reduce liability exposure. Construc- tion firms that invest in properly fitting PPE for women, harassment-preven- tion training, and inclusive workplace policies aren’t just doing the right thing—they’re actively reducing their liability exposure. Workplace harass- ment claims, workers’ compensation costs from ergonomic injuries, and the turnover-driven expense of constantly recruiting and onboarding new tal- ent all show up on the balance sheet. Insurers are increasingly attentive to workforce practices when underwrit- ing construction risks, and companies that demonstrate a proactive culture of safety and inclusion are better posi- tioned to negotiate favorable coverage terms. Te business case for inclusion is about both the revenue upside and managing the downside risks that erode profitability quietly and consistently.


Beef up benefits. A more robust benefits package aligned to individual workers’ needs is a powerful draw to all workers, including women. Health benefits with lower deductibles and higher employ- er-paid premiums speak to the employ-


Also important is the guarantee of pay equity and advancement opportunities.


The national conversation about


trade education versus traditional col- lege pathways has created new path- ways to attract diverse talent. Women have an important place in construc- tion, and such actions will be essen- tial to nurture the next generation of female construction talent. Developing a strong pipeline requires


early engagement through awareness of career opportunities, internships, apprenticeships, and trade school part- nerships, backed up by an authentic, top-down culture of inclusivity.


Mark Wooditch


Mark Wooditch is the Los Angeles Orange County construction practice leader for global insurance brokerage Hub International. He spent 30 years at The Wooditch Company, Insurance Services, Inc., with a focus on commercial contractors. In 2023, the practice was sold to HUB.


CALIFORNIA CONSTRUCTOR SEPTEMBER/OCTOBER 2026


27


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36