“We realize how necessary it is to get in front of students at a young age to let them know our industry exists and that there are a multitude of careers available,” says Helen Robinson, chair of the DFI Educational Trust and vice president of GEI Consultants Inc.

The trust serves as the charitable arm of DFI—an international association of contractors, engineers, manufacturers, suppliers, academics and owners in the geotechnical construction industry.

Over the past 20 years, more than 700 students and young professionals—geoprofessionals involved in the design and construction of foundations, excavations, ground improvement and tunneling—have received scholarships and grants across the United States and Canada, which includes many international students studying in North America.

“We always get a very high caliber of candidates, so it’s very difficult to make the scholarship selections,” Robinson says.

Recipients of the scholarships are enrolled full time at U.S. and Ontario, Canada-based colleges or universities and are pursuing undergraduate or graduate degrees related to the field. Spring scholarships range from $2,000 to $5,000. “A $5,000 scholarship is wonderful, but we’d love to do even more,” says Robinson.

“We’re always trying to quantify the impact and determine how we can use the funds more effectively. It’s a challenge because the cost of getting an engineering degree continues to increase,” she says.

Since 2006, the trust has awarded nearly $2.7 million in scholarships and grants through 24 funds, including the spring offerings for At-Large Scholarship Program and Women in Deep Foundations Professional Development Grants Fund.

Recognizing diversity gaps within the industry, DFI’s Women in Deep Foundations Committee worked with the trust to create an initiative to support professional growth and industry engagement among women involved in geotechnical design, manufacturing and construction.

The grant awards recipients $1,750 and provides a complimentary opportunity to attend DFI’s Annual Conference on Deep Foundations in Orlando, Florida—helping expand networking and career development opportunities.

“Over the past 15 years or so, we’ve seen real progress for women in the industry,” Robinson says. “But there’s always more we can do, especially when it comes to supporting parents starting young families.”

Despite strong career potential, the geotechnical industry is not usually at the forefront of students and parents’ minds. A lack of awareness around the field’s opportunities continues to impact recruitment.

“There’s so much work to be done. We are working to educate parents and students who may be interested in the field,” says Robinson. “Not everyone needs to go to college. You can make a good living, be part of a team and be very successful without that path. We want young people to know that.”

Retention is another growing concern.

“People in the industry are getting burned out because we can’t keep up, and some are seeking lower-stress jobs. It creates a cycle,” she says. “Geotechnical work has a reputation for people getting dirty, and the tools or lab testing may not seem as exciting.”

The solution? Supporting the next generation of professionals in the geotechnical industry with access, awareness and opportunity.

“We need to change the image of professions in the industry to reflect innovation,” says Robinson. “It’s not just about moving dirt—it’s an exciting and highly challenging field, and the world is built on the work we do.”

SEE ALSO: A BEACON OF HOPE: JOSEPH GROH FOUNDATION’S NEWEST GRANT RECIPIENT

The post Trusting the Pipeline: Supporting Early-Career Construction Talent first appeared on Construction Executive.

Joining them this year is the inaugural recipient of ABC’s Health and Safety Professional of the Year award—a safety leader whose commitment to protecting people and strengthening jobsite culture is helping shape a safer, stronger industry for all.

These outstanding professionals are the 2026 recipients of ABC’s Construction Workforce Awards, presented at ABC Convention 2026 in March. Each year, the CWAs recognize individuals who are making a lasting impact on the future of construction through leadership, education, mentorship, safety and an unwavering commitment to the merit shop philosophy.

The 2026 honorees are:

• Health and Safety Professional of the Year: Introduced in 2026 and sponsored by Milwaukee Tool, this inaugural award recognizes an industry leader who champions safety excellence, advances health and safety culture and demonstrates an exceptional commitment to protecting the construction workforce. The first-ever honoree is Jenny Ferdinand-Stong.
• Young Professional of the Year: Sponsored by Procore, this award recognizes a construction professional under 40 who demonstrates exceptional leadership, career achievement and vision for the future of the commercial and industrial construction industry. This year’s recipient is Nyoki Mokeba.
• Craft Instructor of the Year: Sponsored by the National Center for Construction Education and Research and Tradesmen International, this award honors an instructor who inspires the next generation through innovation, communication skills and a passion for lifelong learning in the trades. This year’s recipient is Tatton Kilmer.
• Craft Professional of the Year: Sponsored by NCCER and Tradesmen International, this award recognizes a craft professional who excels in the field while demonstrating leadership, dedication to safety, passion for the trades and commitment to workforce development. This year’s recipient is Jason White.

If these professionals are any indication of where the industry is headed, the future of construction is in very capable hands.

Read these award winner’s full profiles:

Jenny Ferdinand-Stong, 2026 Health and Safety Professional of the Year

Nyoki Mokeba, 2026 Young Professional of the Year

Tatton Kilmer, 2026 Craft Instructor of the Year

Jason White, 2026 Craft Professional of the Year

SEE ALSO: META, ABC FORM PARTNERSHIP TO LAUNCH ACADEMY TO TRAIN AND CREATE JOBS FOR CONSTRUCTION CRAFT PROFESSIONALS

The post Excellence in Action: ABC’s 2026 Construction Workforce Awards first appeared on Construction Executive.

You do so many things beyond your actual job description—including authoring a workbook to introduce children and teens to construction and other careers. What sparked this passion outside of your regular job description?

I love my job at B&G, and that includes helping people. Whenever anybody at the office asks me to help somebody or I get a phone call or somebody reaches out, I’m there. I wanted to take that generosity and use it to make a difference across Alabama. I’m involved in helping high school students find their career paths because I feel like I can talk to them—if someone doesn’t know something and they want to learn, that’s a good way to find out. By putting that in a book, I felt like I could impact more students.

Why is this book—and other resources like it—important for the future of the construction industry?

The students don’t know what they don’t know and they don’t always know those careers are out there, and throughout the book, the students do career research themselves. My first intention with this book is to get it distributed across the state of Alabama. You could go to rural Alabama and it might help kids realize that they can go work for a place like Brasfield & Gorrie as a carpenter or a laborer or work their way up to superintendent, all with no college education.

What did the process of publishing look like for you?

Once I finally got it written, I used my skills as a project manager and did some of my own research, but I relied heavily on one of my coworkers and really good friends who works in the marketing department here at B&G. She comes from the journalism world—she did that before she came here. She was a major asset.

Do you have plans to create something else or do you have other things already in the works?

In a perfect world, this book would be available across the whole country, but I do have something in the works for next year.

As a former student-athlete at the University of Alabama, do you have a favorite Alabama tradition?

I ran track at Alabama on a scholarship, so I’m a huge Alabama sports fan. My husband—who I met at Alabama—and I have season tickets to the football games. We try to make it to every single one. My personal tradition is I always have to wear my Alabama jersey on game day whether I’m at the game or not.

SEE ALSO: BRASFIELD & GORRIE TACKLES TOUGH SPECS FOR NASA TEST STANDS

The post Brasfield & Gorrie’s Virnetta Woodbury first appeared on Construction Executive.

The FLCA was introduced by Rep. Pete Stauber (R-MN) in the House and Senators Cory Booker (D-NJ) and Josh Hawley (R-MO) in the Senate. The bill would allow federal government-appointed arbitrators to set the terms of first contracts between unions and employers if the parties fail to reach a voluntary agreement within strict, short timeframes.

The FLCA mirrors deeply flawed provisions found in the radical Protecting the Right to Organize Act and the discredited Employee Free Choice Act both of which Congress previously rejected for good reason. Specifically, the FLCA would:

• Impose unrealistic, arbitrary deadlines requiring employers and newly formed unions to reach first-contract agreements on an accelerated timeline that ignores the complexity of real workplace negotiations.
• Require mediation via an obscure government agency—the Federal Mediation and Conciliation Service, which the Trump administration is actively trying to eliminate and which has no experience mediating private sector employment contracts.
• Mandate binding interest arbitration if an agreement is not reached in just 120 days, handing unprecedented authority to federal bureaucrats and undermining the foundational principle of voluntary agreement in U.S. labor and contract law.
• Allow government arbitrators with no knowledge of the industry or business to set a contract dictating employment terms, including wages, benefits, workplace safety procedures and leave policies—areas that should be determined by the parties closest to the workplace, not government appointees. Arbitrators would have the ability to impose any terms they wish, with no requirement that they consider the employer’s ability to handle the contract terms imposed. The contract would be binding for two years.
• Strip workers and businesses of any meaningful recourse. If either party disagrees with the arbitrator’s decision, they have no avenue for appeal. Workers would not even have the right to ratify the contract imposed upon them.

Big picture, the FLCA represents an unprecedented expansion of federal authority into private-sector employment relationships. Never before has the U.S. government been empowered to unilaterally dictate the terms and conditions of employment in the private sector. This legislation does not protect workers—it strips them of their voice.

SEE ALSO: ABC OPPOSES THE EGREGIOUS FASTER LABOR CONTRACTS ACT

The post Arbitration Nation: Opposing the FLCA first appeared on Construction Executive.

Contractors are increasingly pursuing work tied to power generation, utilities and site preparation as tech companies race to expand AI capacity nationwide. Industry leaders also noted growing challenges tied to labor availability, electrical equipment lead times and power access, which are becoming critical factors in where projects move forward. Despite those pressures, firms remain bullish on long-term demand for AI and data center construction.

SEE ALSO: NONRESIDENTIAL CONSTRUCTION SPENDING GROWTHS ON PUBLIC SECTOR STRENGTH IN APRIL

The post Data Center Demand Drives Construction first appeared on Construction Executive.

This year, the United States of America celebrates its 250th anniversary—a fitting time to reflect on the blessings of living in and being a citizen of this great nation. Many of the freedoms and opportunities we enjoy may seem commonplace, but they are far from universal. My experiences abroad have given me a deeper appreciation for what we have here at home and remind me that we often do not fully value something until we are without it. Many things come to mind, but here is my attempt to articulate what I cherish most about our country:

Freedom—The freedom to choose our beliefs, our associations and our own path in pursuit of happiness is foundational to who we are as Americans. Freedom of speech, faith and opportunity are rights that should never be taken for granted.

Rule of Law—A strong and trusted legal system is essential to both freedom and prosperity. The rule of law creates stability, accountability and the trust necessary for both life and business to flourish.

Opportunity—In America, any dream is possible. I have met countless individuals who, through hard work and determination, achieved more than they ever imagined—a testament to the opportunities this country provides.

Meritocracy—We are all unique, and in this country, individual effort, resilience, performance and perseverance are rewarded. The ability to earn success through hard work is both motivating and empowering.

Right to Vote—Having a voice in shaping the future of our nation is both a privilege and a responsibility. While the political process can at times be frustrating, the right to vote and participate in self-government is one of our greatest freedoms.

Many Americans take these freedoms and opportunities for granted and, in my view, do not fully appreciate what we have as citizens of this country. Through my travels around the world, the people I have met, the businesses I have worked with and the teams I have led and mentored, I have come to understand that these values are not universal.

As we celebrate America’s 250th birthday, let us take a moment to reflect on and appreciate the blessings we share as Americans. We are truly fortunate to call this country home. What a nation. God Bless America.

The post Happy Birthday, America! first appeared on Construction Executive.

KEY FINDINGS FROM THE REPORT INCLUDE:

• Governance concerns: Nearly 80% of executives said they lack strong confidence their organization could pass an independent AI governance audit within 90 days.
• Performance divide: Companies with fully integrated AI are nearly four times more likely to report AI-driven revenue growth than organizations still in the pilot phase.
• Strategy gaps: While most companies are investing in AI, only 22% reported having a fully developed and implemented enterprise AI strategy.
• Workforce readiness: Just 12% of executives said their workforce is truly prepared to effectively use AI technologies.
• Construction and real estate investment: In the construction and real estate sector, 79% of boards have approved AI investments, but only 40% have established formal AI governance policies.

Grant Thornton noted that organizations seeing the strongest AI outcomes are prioritizing governance, employee training and measurable performance metrics as AI adoption accelerates across industries.

SOURCE: “2026 AI Impact Survey” Grant Thornton // grantthornton.com/insights/survey-reports/real-estate/2026/construction-and-real-estate-insights-2026-ai-impact-survey

SEE ALSO: REGULATING DJI DRONES ON FEDERAL AND PRIVATE CONSTRUCTION SITES

The post The AI Accountability Gap first appeared on Construction Executive.

The DEWALT study, AI in the Trades, underscores a paradox: Construction professionals overwhelmingly believe AI will define the future of the jobsite, yet very few are actually using it today. In the United States, 90% of construction professionals say AI will be indispensable within five years, but only 8% report using it as part of their day-to-day work.

This gap is not about skepticism. It is about access—specifically, access to training that is practical, relevant and aligned with how work actually gets done in the field.

A WORKFORCE READY—BUT NOT EQUIPPED

The data reveals a workforce that is not only open to AI, but actively expects it. Eighty-eight percent of respondents anticipate increased adoption in the next year, and 83% believe it will become standard within three years.

That level of consensus is rare in construction, an industry often characterized by cautious adoption curves. But belief alone does not translate into implementation. The critical barrier, cited consistently across the survey, is the lack of formal, job-relevant training.

“Tradespeople are the backbone of our industry, and their hands-on expertise is what brings every project to life,” says Bill Beck, president of tools & outdoors at Stanley Black & Decker. “As jobsites become increasingly complex and technology-driven, the need for practical AI training has never been more important.”

What Beck’s statement captures is a subtle but important shift: The industry is not asking whether tradespeople can adapt to AI—it is recognizing that they must. The question is whether the ecosystem supporting them—educators, contractors, manufacturers and associations—is moving fast enough to prepare them.

THE TRAINING GAP IS STRUCTURAL

One of the most striking findings from the study is where workers are currently turning for AI education. Instead of structured programs, tradespeople are largely self-teaching through informal channels: 40% rely on YouTube, 39% on platforms like Coursera and 42% prefer video tutorials.

This patchwork approach to learning is not sustainable for an industry where precision, safety and coordination are paramount. It also signals a deeper issue: Traditional training pathways—especially trade schools and apprenticeship programs—have not yet integrated AI into their curricula at scale.

That disconnect is widely recognized within the workforce itself. An overwhelming 87% of respondents say AI education must be embedded in trade schools and technical programs, while 59% emphasize the need for hands-on training tied directly to real construction tasks.

In other words, the workforce is not asking for abstract knowledge about AI. It is asking for applied learning: how to use AI for estimating, site monitoring, scheduling, procurement and quality control.

This is a critical distinction. Without contextualized training, AI risks becoming another underutilized technology—promising in theory but marginal in practice.

EARLY USE CASES POINT TO IMMEDIATE VALUE

Among the minority of early adopters, the use cases are already clear—and closely aligned with core construction workflows. Forty-six percent report exploring AI for site operations and monitoring, another 46% for planning and design, and 41% for estimation, procurement and supply-chain processes.

The benefits they report are equally tangible: increased productivity (35%), improved quality control (35%) and cost savings (34%).

These are not experimental gains. They go straight to the heart of project performance. Yet the fact that these benefits are concentrated among a relatively small group highlights the risk of a bifurcated workforce—where a subset of AI-enabled professionals pulls ahead, while the majority remains constrained by limited exposure and training.

From a workforce development perspective, that kind of divide could exacerbate existing labor challenges, including retention, wage disparities and skills shortages.

IMPLICATIONS FOR THE SKILLED LABOR GAP

The construction industry is already grappling with a well-documented labor shortage. AI has often been framed as part of the solution—helping workers do more with less and improving efficiency across projects.

But the DEWALT study suggests that without deliberate investment in training, AI could actually widen the skills gap rather than close it.

If AI proficiency becomes a differentiator, employers will increasingly compete for workers who possess both traditional trade skills and digital fluency. That raises the bar for entry into the workforce and places additional pressure on training systems that are already stretched.

At the same time, there is a clear opportunity. AI, when properly implemented, can enable skilled workers to focus more on high-value tasks—problem-solving, craftsmanship and decision-making—while automating repetitive or data-intensive processes.

As Beck notes, “Empowering our workforce with AI education is not just about keeping pace with technology—it’s about equipping tradespeople with the tools and knowledge they need to solve real-world challenges, drive productivity, and lead the industry forward.”

That framing positions AI not as a replacement for skilled labor, but as an amplifier of it.

RETHINKING APPRENTICESHIP AND EDUCATION MODELS

Perhaps the most immediate workforce implication is the need to rethink how training is delivered.

Traditional apprenticeship models have long emphasized hands-on learning, mentorship and incremental skill development. Those principles remain relevant—but they must now incorporate digital competencies alongside physical ones.

Recognizing this, DEWALT has begun piloting new approaches in partnership with Associated Builders and Contractors. A pilot program with ABC’s Central Florida chapter aims to deliver jobsite-relevant AI training to apprentices and early-career professionals, including case studies and real-world applications.

The company has also committed $75,000 to ABC’s Trimmer Construction Education Fund to support AI-related training initiatives nationwide.

These efforts are notable not just for their scale, but for their focus. They emphasize applied learning—connecting AI directly to the tasks workers perform every day.

“Education is vital to bringing fundamental AI skillsets to our future workforce,” says Matthew Abeles, ABC’s vice president of construction technology and innovation. “DEWALT’s commitment to providing AI resources to craft professionals… will be invaluable to improving safety and productivity on jobsites.”

For workforce leaders, the takeaway is clear: AI training cannot be an add-on. It must be integrated into the core of how the industry develops talent.

THE ROLE OF EMPLOYERS AND INDUSTRY LEADERS

While trade schools and associations play a critical role, employers themselves will need to take a more active stance in workforce upskilling.

The study shows that many workers already feel “somewhat or very prepared” to work with AI, despite limited formal training. This suggests a foundation of confidence that employers can build upon.

But translating that confidence into competence will require structured programs, mentorship and access to tools.

Initiatives like ABC’s “AI Toolbox Takeaways” webinar series—designed to help companies understand and adopt AI—represent one approach. But broader adoption will likely depend on integrating training into everyday workflows, rather than treating it as a separate activity.

That could include:

• Embedding AI tools into project management platforms
• Offering on-the-job training modules tied to specific tasks
• Creating cross-functional teams that pair tech-savvy staff with field professionals
• Incentivizing continuous learning through certifications and career advancement pathways

The goal should be to make AI literacy as fundamental as safety training or equipment operation.

A DEFINING MOMENT FOR THE WORKFORCE

The construction industry stands at a pivotal moment. AI is not a distant trend; it is already reshaping how projects are planned, executed and managed.

But the pace of technological change is outstripping the pace of workforce preparation.

If the current trajectory continues, the industry risks creating a mismatch between the tools available and the people equipped to use them. That mismatch could slow adoption, limit productivity gains and deepen existing labor challenges.

On the other hand, closing the training gap presents a powerful opportunity. By investing in AI education now—particularly at the entry and apprenticeship levels—the industry can build a workforce that is not only prepared for the future, but capable of shaping it.

As Beck emphasizes, “AI is starting to reshape the future of construction, and we need to make sure tradespeople are ready for it… [These programs are] about giving early-career workers and current pros access to the tools and skills that will matter on tomorrow’s jobsites.”

The message is straightforward: The technology is ready. The workforce is willing. The missing piece is training.

How the industry responds to that challenge will determine not just how quickly AI is adopted, but how effectively it transforms the construction workforce for decades to come.

SEE ALSO: VIRTUAL REALITY AND 360-DEGREE VIDEOS FOR THE JOBSITE

The post AI Hits the Jobsite: The Workforce Training Gap first appeared on Construction Executive.

Key findings from the report include:

• Break-ins surged: TrueLook monitored more than 2,600 confirmed construction site break-ins in 2025, up roughly 50% from 2024.
• Early 2026 trend: More than 800 break-ins had already been recorded early in 2026, suggesting theft activity continues to climb.
• Growing vulnerabilities: Copper wire, lumber, tools and heavy equipment remain prime targets as higher material prices increase resale value.
• Smarter security demand: Contractors are increasingly investing in AI-powered surveillance, remote monitoring and access-control systems to deter theft and reduce downtime.
• Schedule impacts: Beyond material losses, theft and vandalism continue to create costly project delays and workflow disruptions for contractors and owners.
• The report noted that many jobsites remain most vulnerable during overnight hours and periods of low activity, pushing more contractors to adopt proactive monitoring and layered security strategies.

SOURCE: “State of Construction Site Security” TrueLook // truelook.com/guide/state-of-construction-site-security-report

The post Jobsite Security Risks Rise first appeared on Construction Executive.

The location was Early Branch, South Carolina, the site of a new 300,000-square-foot distribution center and 23,000-square-foot office building for French-Belgian cookware company Le Creuset. The designs for the company’s new 62-acre campus were striking, but the damp dirt was jarring even for a Lowcountry construction veteran like Horton.

“It was probably the wettest site we’ve ever built on,” says Horton, project director for Frampton Construction Co., which has offices in South Carolina, North Carolina and Florida. “We’ve dealt with it before, but this dirt was super saturated. When we got the reports back on the moisture content, they were kind of off the charts. We had reports before taking the job, so we knew what we were getting into, but it ended up being worse than we thought.”

Fortunately, Horton was well-suited to handle the challenge. He has managed roughly 30 distribution center projects during his career, and Frampton’s willingness to address the difficult soil conditions while still completing the project within 12 months helped the company win the job. Groundbreaking took place in February 2025.

“Le Creuset had deadlines they had to hit, and we figured out a way to do it,” Horton says. “The owner later told us, ‘You had four or five other people bid against you. Everybody said it was probably about a 15-month project. You guys came in and said 12.’ That was a big deal for them. They had to trust that our schedule was right.”

The compressed timeline was driven by the holiday season. Le Creuset needed to install racking systems and move products into the facility ahead of Thanksgiving and Christmas, when sales increase significantly. The installation was completed in phases while construction continued.

“There was a lot of sequencing because they were moving product while we were still under construction,” Horton says. “We worked really well together as a team to make sure they could do what they needed to do while also protecting their product and keeping everyone safe. It required a lot of coordination.”

The project’s remote location created additional logistical challenges. The nearest major cities—Charleston, South Carolina, and Savannah, Georgia—are both more than 55 miles away.

“You’ve got to get construction materials, subcontractors and everything else to a site that’s not near a major city,” Horton says.

To stabilize and dry the soil, Frampton implemented cement soil stabilization. However, Early Branch was not close to cement suppliers, and the area lacked major ready-mix concrete providers capable of supporting the project’s slab and wall pours.

The solution was to build an onsite concrete batching plant, which improved quality control and helped keep the project on schedule.

The campus ultimately opened on time, with a grand opening celebration held Feb. 20. Horton says competing bidders later called Le Creuset to ask whether Frampton had really completed the project in 12 months.

The distribution center itself is a concrete tilt-up facility designed to accommodate future expansion. But Horton says the office building became the project’s showpiece.

The space features open ceilings, polished concrete floors and a two-story lobby anchored by a grand black-metal staircase. Le Creuset’s signature bright, warm colors—inspired by its cookware products—were incorporated throughout the office by design firm McMillan Pazdan Smith.

The lobby bathroom sink, for example, is a flame-orange Dutch oven, while the elevator interior is bright red.

“They’re the colors they use on their products, so it’s more fun than a normal office space,” Horton says. “The flooring, wall tile and furniture are all colorful. The cubicles are red, orange, blue and green. Their team was very specific about what they wanted the space to look like, and we made it happen for them.”

The campus was also designed with employees in mind. Amenities include a cafeteria with a covered patio and grills, walking trails around the property and pond, and locker rooms.

Horton says employees have responded enthusiastically to the space, but for him, the project’s greatest success was the trust established between Frampton and Le Creuset. The cookware company hired Frampton directly without using a third-party construction manager.

“They know how to make Dutch ovens and pots and pans. They don’t know how to build buildings,” Horton says. “They trusted us to manage the construction and do what was right for them. I think we built that trust early in the interview process. I’m proud of our team. We guided them through the process, stayed on budget and avoided major surprises.”

Other than the wet dirt, of course.

SEE ALSO: BRINGING HOME THE (FANCY ITALIAN) BACON: HOW TO BUILD A NEXT-GEN GOOD PLANT

The post Distribution Center, Served Hot: Le Creuset’s New Location first appeared on Construction Executive.