Meaningful change for women in construction requires allies who actively provide support and challenge the status quo. While more women are entering the industry today, there’s still much more to do. Inclusivity and diversity continue to be hampered by a resistant workplace culture and systemic gender bias.
That was the general consensus of a panel of male leaders at the third annual LEAP conference, hosted by the Vancouver Regional Construction Association and Canadian Construction Women.
Held at the Fairmont Waterfront in Vancouver, the sold-out event brought together industry leaders, tradeswomen and executives for a full day of discussions focused on leadership and inclusion under the theme “Women Who Build.”
The Allies in Action panel featured a discussion around how male allies can use their influence to champion inclusive workplaces and support the advancement of women in construction by moving beyond awareness and passive support to active, structural change. The panel included Jorge Gutiérrez (4C Services), Amit Patel (Turner Construction), Jesse Percy (Port of Vancouver), and James Zelinski (Pitt Meadows Plumbing).
“In construction, male allyship has often been framed as encouraging – well intentioned. But real allyship shows up in policies, hierarchy decisions, jobsite culture. It requires serious structural change to a long established status quo. Allyship is not about optics – it’s about ensuring women don’t have to be resilient just to survive in this industry – that they are encouraged to lead, advance, stay and thrive,” said BCCA president Chris Atchison, who was the moderator.
The session stressed that the conversation has to change from merely acknowledging women to actively breaking down barriers – moving from allyship to sponsorship.
The labour shortage stats show the industry is heading for a cliff, said Zelinski. “And if we cut out half of the population, we can’t do the things we need to do. If we think our only pipeline is a single demographic, we’re screwed.”
The panelists all noted that some of the best leaders that they have worked with have been women, and that their companies have a zero-tolerance policy for harassment and discrimination.
At Turner Construction, Patel said they have a confidential hotline and reporting system and it was an “eye opener” when they started receiving anonymous calls about how women were being treated on the jobsite.
You must have clear accountability for the behaviour that you want on the team and hold everyone accountable, he shared.
Another issue is the tendency to follow the status quo which is familiar and safe, rather than having those difficult conversations for change.
“Oftentimes it’s very easy to get lazy,” commented Zelinski, noting that many trades (especially those who have been around for a long time) don’t understand and make excuses when it comes to recognizing gender equality. “If you take the time and do the work, building a heterogeneous team, you will get more out it than a homogenous team. A homogenous team is easier because nobody’s going to challenge the team construction and what’s always been done. But we need different thinking.”
Women continue to leave the industry due to unsupportive work environments and it is important that men challenge other men on gender bias to open doors.
“It’s about changing the norm and changing behaviour patterns. Men hire men – that needs to change,” said Percy. “Being an ally is really about being a good leader. Ask the difficult questions. If you see something that you don’t agree with, maybe provide another perspective and have that conversation.”
What should women expect working in construction?
“Women should expect same opportunity, promotions, a safe environment and a voice at the table,” said Gutiérrez.
“Even though we’ve come a long way, I would say – be prepared to be disappointed. You are trailblazers in an industry that doesn’t want to change,” said Zelinski.
Cheryl Mah is managing editor of Construction Business.
