TOP 1%
2. Status quo of diversity
employees, the construction industry supports the overall economy in the COVID-19 crisis but is responsible for 38% of all global energy-related CO2 emissions. Energy and climate, digitization and the need for skilled workers directly affect the construc- tion industry. The industry could benefit significantly by implementing the strategic decision-making processes, planning and operating phases more efficiently by standardizing both digital technologies and methods of AI in more diverse environ- ments, pushed by legal regulations. In short, diversity and a new culture of thought are essential for the future-oriented portfolio in the construction industry to make the digital transformation holistic, successful and sustainable. Nevertheless, there is a lack of recognition of the potential of new technologies, there is a lack of courage and willingness to use them, and there is a lack of diversity.
The digital age holds great potential for increased inclusion and closure of the
“Gender Leadership Gap” [2]. The construction industry, which is regarded as one of the most traditional and conservative, male-dominated industries, serves as the best example for a long-overdue need for dynamic restructuring and action related to women’s leadership [3, 4]. The Status Quo listed below is evidence of the strong need to redefine, recalibrate and reshape this industry by increasing women’s role in the social, digital and business transformation processes. By assessing why diversity is the key factor, this approach bridges the current divide and facilitates movement from discus- sion and advocacy toward application and practice. The evaluation of such assessment comes with two theses. Dealing with these goes hand in hand with significant calls for action on both legal and an overall societal level. They lay the ground for implementing diversity and follow the sovereign way to set value accents for Construction 4.0.
Nevertheless, there are prejudices and a lack of role models, although the con- struction industry cannot do without the qualifications, know-how and socially communicative digital high potential of women. To fundamentally rethink the technological progress that enables new business models and to keep pace with digitization in the long term, all those involved are required to promote best skills, diversity and inclusion. Thus, the digital change is also accelerating the merging of these previously separately working units. Evidence of hard facts such as increased profitability (ROI) and overall excellence in digital corporate culture rationalize the gender discussion. The need for action is high: increasing the far too low proportion of women in the construction industry in general (Figure 1), enthusiasm for more female students in civil engineering (Figure 2), toward more female mandates and
Figure 1.
Women in construction in Germany source: statistics in construction 2021, main association of the German construction industry (German HDB).
Figure 2.
Female civil engineer students in Germany source: statistics in construction 2021, main association of the German construction industry (German HDB).
board members (Figure 3) and closing the still serious gender gaps in AI occupational fields (Figure 4).
Companies that prioritize gender equality in their hiring practices and workforce also generate 41% more revenue than those that do not. Recently, McKinsey &
Company found that companies with different leadership teams were 21% more likely than their counterparts to outperform their peers. Plus, they were 27% more likely to create and deliver value [10]. According to a McKinsey and Company study in 2015, AI-controlled talent intelligence immediately triples the diversity of the talent pool and at the same time lowers recruiting costs by up to 60%; diverse teams are 35%
more profitable and 1.7 times more innovative; interview pools with a diversity of at least 40% tend to optimize the hiring processes.
AI is the result of human intelligence, enabled by their enormous talents and also prone to their limits. Hence, it is imperative that all teams working in technology and AI be as diverse as possible. Diversity of people does not only mean the obvious in terms of demographics such as race, ethnicity, gender and age, but also people with different skills, experiences, educational backgrounds, cultural and geographical perspectives, opinions, ways of thinking and working. The digital transformation has great potential to make the life cycle of construction projects economical and efficient and to enable the greatest possible social benefit, economic prosperity and the protection of our natu- ral foundations of life. However, the digital age requires strengthening strategic values for a more inclusive environment and the common good. Gender mainstreaming is the answer, as this concept of gender equality at all social and political levels fundamentally and systematically takes into account the interests of women and men.
Figure 4.
Gender proportions in machine learning (ML) research source: EQUALS report 2019 [9].
Figure 3.
Distribution of positions of power in German companies source: allbright report as of 05th march 2021 [8].
Courage and the will to innovate-this courage is expected, especially from the German building trade. Here is a lot of strength, self-confidence and potential for innovation, as well as in other parts of the world [11]. Diverse knowledge, skills and strengths are necessary to tackle the challenges. They are key for success, weighing up decisions and exploiting the potential. Where technical feasibility and social respon- sibility meet, a field of tension arises. The particularly high shortage of skilled work- ers, the loss of attractiveness of entrepreneurs for applicants, the increasing pressure in global competition and the more necessary interdisciplinary dialog strongly clarify the need for action. With diversity in technical and interdisciplinary know-how, through diverse backgrounds, communication that “takes people with you,” a good mix of personal and social strengths, human and technical transformation is filled with life and the digital era is shaped sustainably. The digital era means both opportu- nities and risks. Diversity leads to success.
The step-by-step implementation of various gender and equality strategies initiated by UN, EU, UNESCO, UNICEF and World Economic Forum are reason to celebrate but always combined with the task of responsibly dealing with high-tech, building, traditions and our society as a whole—and its transparency and control [12, 13]. It requires full attention to find out which technology helps the human, how and where it supports human work best, makes human work more efficient, much easier and safer, and how the human can (and must) make full use of the potential and lay new paths in the digital era. To date, there has been no lack of technical development, especially in construction. We all know where the dowel should fit. We all know where the nail on the head needs to be hit. But do we always have our compass ready for internal align- ment and meaningful changes of direction and decision-making?
We live and work in complex surroundings with increasing data, more technology, faster, more tasks, more interfaces and more specialist knowledge. We devote our- selves passionately to our daily work topics, but also to shaping our future together. It is us, humans, we shape the environment in which we live and work. We daily operate in multi-complex areas of tension: between what is technically feasible and in ethical compliance, digital change and humane change, innovative technologies and social expectations.