ERG NETWORK YEAR-END IMPACT REPORT 2025
Building Belonging: How ERG Leadership Drives Culture, Talent, and Business Impact
EXECUTIVE SUMMARY
Turner’s Employee Resource Groups continued to play a meaningful role in strengthening culture, developing leaders, and supporting engagement across the enterprise. As the organization evolved and expanded, ERGs provided consistent spaces for connection, leadership development, and collaboration—reinforcing how Turner leads and supports its people.
Across seven ERG networks, ERGs delivered 482 events, nearly 2,200 hours of employeeled programming, and more than 11,300 employee engagements. These efforts supported professional development, community connection, and leadership visibility across Business Centers, Enterprise, Headquarters, and international locations.
Beyond activity and participation, ERGs functioned as leadership infrastructure. ERG leadership roles enabled employees to build influence, collaborate across boundaries, and demonstrate leadership behaviors that complement formal development pathways. Through experiential leadership, ERGs helped surface talent, strengthen networks, and reinforce consistent cultural expectations.
This report highlights the scale, reach, and impact of ERG leadership and reinforces the importance of sustained investment, visibility, and leadership engagement. ERGs are not supplemental programs; they are an integral part of how Turner builds leaders, strengthens culture, and supports long-term performance.
ERGS AS ENTERPRISE INFRASTRUCTURE
Employee Resource Groups function as an enterprise resource that support leadership development, reinforces shared cultural expectations and strengthens connection across the company.
Through their work, ERGs supported priorities that matter most to the business by:
• Strengthening retention through connection and belonging
• Developing leadership capability through collaboration, accountability, and influence
• Sustaining employee engagement during a period of organizational change
• Reinforcing consistency in how Turner’s culture shows up across offices and jobsites
ERG Leadership and the Leadership System
ERG leadership roles provide opportunities to build leadership capabilities that are not always visible through traditional project work alone. Through ERG service, leaders strengthened skills such as leading through influence, collaborating across functions and regions, communicating across difference and navigating with clarity and care. ERGs also contributed to Turner’s broader leadership ecosystem by:
• Increasing visibility of talent to support succession planning conversations
• Providing additional opportunities to identify and develop high-potential leaders
• Complementing formal leadership development pathways through experiential learning
• Expanding access to sponsorship and exposure beyond immediate teams
• Modeling inclusive leadership behaviors that support manager readiness
ERG leadership complements formal development programs and strengthens leadership readiness as the organization continues to evolve.
LETTER FROM LEADERSHIP 01
TABLE OF CONTENTS
ERG LEADERSHIP: DRIVING BUSINESS IMPACT
As we reflect on 2025, Turner’s Employee Resource Groups continued to operate as a critical leadership and culture engine, driving engagement, connections, and leadership development across the organization. Throughout the year, ERGs demonstrated that inclusion, when activated through action, delivers lasting value for our people and our business.
The impact outlined in this report reflects the commitment, care, and leadership shown by ERG leaders, executive sponsors, and participants across Business Centers, Headquarters, and Enterprise teams.
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As Turner continued to grow and operate in increasingly complex environments, ERGs created meaningful opportunities for connection, learning, and collaboration. More importantly, they provided spaces where leadership behaviors were practiced, often beyond formal roles, strengthening relationships, increasing visibility of talent, and reinforcing the cultural expectations that guide how we work together at Turner.
Through this work, ERGs generated a ripple effect that strengthened belonging, supported retention through connection, encouraged innovation through diverse perspectives, and contributed to employee development at every level.
The work captured in this report highlights the breadth of ERG activity and the depth of leadership taking place across our networks. It also reinforces something we know to be true: strong culture does not happen by accident. It is built through consistent engagement, shared responsibility, and leaders who model the values they expect to see in others.
As we look ahead, continued leadership engagement with ERGs remains an important part of how we strengthen culture, develop leaders, and support our people across the enterprise.
Thank you to the ERG leaders, sponsors, and partners whose efforts continue to make a meaningful difference for our organization.
Lisa Moving Vice President, Diversity, Equity & Inclusion
LEADERSHIP DEVELOPMENT
Developed current and future leaders by providing opportunities to lead, influence, and drive impact beyond formal roles
BELONGING
Fostered an inclusive environment where employees feel connected and valued, strengthening engagement and retention
OUR IMPACT IN PRACTICE
Through 2,198.5 hours of employeeled leadership and development, ERG leaders strengthened Turner’s culture, developed leaders, and built connection across the organization—delivering measurable value for our people and the business in 2025.
“CULTURE
Activated Turner’s culture by embedding care, respect, and inclusion into how employees connect and lead
INNOVATION
Enabled new ideas, perspectives, approaches, and solutions by elevating different perspectives, lived experiences, and employee insight
COMMUNITY
Built cross–business unit, cross-regional, and external relationships to increase collaboration and reduce silos
YEAR AT A GLANCE
This
ERG LEADERSHIP IN PRACTICE 02
ERG LEADERSHIP IN PRACTICE
LEADERSHIP BEYOND TITLES
Impact in Action
ERG leaders across offices demonstrated how leadership shows up beyond formal titles. Their experiences illustrate how ERG leadership supplements formal development by building readiness, confidence, perspective, and meaningful professional networks.
In 2025, ERGs provided a powerful environment for employees to lead, expand their networks, and learn from leadership and peers across the organization.
These leaders:
• Identified and addressed barriers to participation and inclusion
• Reframed systems and language to increase engagement
• Built trust and connection across teams and geographies
• Modeled the leadership behaviors Turner expects from its people
The stories in this section highlight how ERG leadership creates accessible, experiential opportunities for employees to grow leadership capabilities, build relationships, and gain broader organizational insight — complementing formal roles and development pathways.
LEADERSHIP DEVELOPMENT
ERG leadership develops skills critical to project success, alignment, clear communication, and influence while reinforcing inclusive behaviors that support retention and team effectiveness.
Serving with Pride ERG has strengthened leadership skills that don’t always show up in day-to-day project work—building alignment across groups, communicating with clarity, and leading through influence. It’s also helped me steward and exemplify a standard of behavior that everyone should be able to expect in their interactions at Turner: respect, dignity, and inclusion. The work has expanded my network across the company and reinforced that culturebuilding is real work that directly supports belonging, retention, and team performance.
DJ Krauthoff
THE POWER OF BELONGING
Leading the Mosaic Network accelerated leadership readiness by developing management skills, cross-ERG collaboration, and strong internal networks grounded in belonging
In my roughly 17 years in the industry, I had never worked for a company that truly prioritized inclusion and belonging. After asking a few questions about the Mosaic Network and its planned activities, I unexpectedly found myself stepping into a Lead role. Taking on ERG leadership from the ground up was very much a “sink or swim” experience, but it allowed me to develop organizational management skills, support our ERG members, and build meaningful connections with other ERGs locally and globally.
Kerry Smalls
Mosaic Network Lead
Business Location
Carolinas Title
MEP Estimator
INNOVATION
By challenging an existing framework, ERG leadership drove a system-level change that increased engagement by 30% and strengthened inclusion—demonstrating how innovation rooted in employee insight creates measurable impact.
When I stepped into an ERG leadership role, I was fairly new to Turner and to the group itself. Through oneon-one conversations with current members, a clear theme emerged: employees wanted development opportunities that supported growth at every career stage and not be seen as still employees still “developing”. By expanding programming to focus on skill building and relationship development—like communication and collaboration workshops— participation increased by 30%, engagement deepened, and it reinforced for me that fostering inclusion often requires listening closely and intentionally reshaping how we create space for growth and challenging systems.
Kody Yee
Young Professionals Lead
Business Location
Michigan
Title
Cost Analyst
Leading the Parents Network expanded community connection by building family-centered partnerships and inclusive experiences that support employees, their families, and local communities
The Omaha BU Parents Network has created familycentered opportunities that bring employees, their families, and the community together—through service, celebration, and inclusive events. Serving in the Parents ERG has been incredibly rewarding, and looking ahead to 2026, I’m excited to expand family-focused partnerships, events, and resources that support our colleagues and their families.
CULTURE
By creating space for shared experience and connection, the Veterans Network activated a culture of care, respect, and inclusion for veterans and allies—reinforcing how employees connect, support one another, and lead.
This past year marked a powerful season of growth for our NorCal Veterans ERG, defined not just by progress, but by connection. One of the most meaningful moments was simply coming together; sharing stories, learning about one another’s military journeys, and hearing how service, whether personal or through family, shaped the paths that brought us here.
These connections go beyond job titles; they honor the experiences that shaped who we are today. Through this community, we’ve built more than a network, we’ve built a place where veterans and allies feel seen, understood, and supported.
Danielle McHugh
Veterans Network Lead
Business Location Sacramento Title
Marketing Manager
THE POWER OF BELONGING
By creating shared experiences across geographies, the Women’s Network fostered belonging—ensuring employees feel connected, supported, and empowered to grow and lead, regardless of role or location.
Women in Construction Week (WIC) brought women together across Turner International, from a Women’s gathering in Türkiye to ERG workshops in Malaysia, Vietnam, and India. The Women’s Network, to me, is about connection and support—a place to learn, share experiences, and grow together.
Sabriye Kelleci
Womens Network Lead
Business Location
Türkiye Title
Project Manager
HEADQUARTERS | ERG LEADERSHIP IN PRACTICE
INNOVATION & CULTURE
By partnering with Wellness and Benefits, the Abilities Network extended cultural values into formal systems— ensuring care, respect, and inclusion are reflected in how Turner supports everyone at work. This work demonstrates how extend cultural values into formal systems, ensuring consistency in how care, respect, and inclusion show up everyday in employee’s experiences.
The Abilities Network has created a safe, supportive space where conversations about physical and mental disabilities are welcomed and encouraged. By fostering open dialogue and understanding, the Network has helped people feel seen, reduce stigma, and support the whole person at work.
Representing SourceBlue within the Veterans Network, ERG leadership strengthened community by bridging geographies and business units—ensuring mobile employees remain connected, supported, and aligned to Turner’s community.
Being a veteran myself, it is an honor to represent the Veterans Network for Sourceblue and I am very proud of the work we have done with clothing donations, toy drives and attending events for Veterans Day. I think it shows that bringing people together for common goals and interests shows amazing results that foster family atmospheres and support to those who need it.
Dan Card
ERG Network Lead
Business Location
Enterprise - SourceBlue
Title
Principal in Charge
SDC and Dulles IAD Projects
LOOKING AHEADERGS AS ENTERPRISE 03
AHEAD
2026 ERG Priorities & Company Alignment LOOKING
BUILDING THE NEXT CHAPTER OF LEADERSHIP
In 2026, ERGs will continue to operate as strategic partners in leadership development and culture stewardship with active engagement from leaders across the company.
Priorities for the year ahead include:
• Continued investment in ERG infrastructure and leadership development
• Clear expectations for executive and leader engagement with ERGs as part of leadership responsibility
• Stronger alignment between ERGs and succession planning processes
• Increased visibility of ERG leadership contributions
• Consistent cultural expectations across all Business Centers
Executive commitment remains essential. ERGs are not supplemental, but a core part of how Turner develops leaders, stabilizes its workforce, and sustains culture in times of change.
2025 Reinforced that culture requires intentional leadership, ERGs played a meaningful role in strengthening connection, leadership capability, and consistency across Turner.
Sustained investment, visibility and leadership engagement will ensure ERGs continue to support a strong leadership bench and resilient culture.
THANK YOU TO OUR PARTNERS
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505 Carpenters Union A
Access Period
Adaptive Adventures
Adopt One Block / We Believe in Portland
AIDS Foundation of Chicago
AIA NOVA chapter and the design firm Perkins & Will
Alameda County’s Crisis Support Services
Alix Partners & National Grid
AllianceBernstein, Tishman Speyer & Zo
Alzheimer’s Association
American Cancer Society
American Heart Association
American Red Cross
AçıkBeyin Academy
Arthouse Gallery & Studios
Association of Professional Women in Construction B
Black Rock, Turner & Townsend, PWC
BlueStar Moms Sacramento
Build Out Alliance C
Canadian Association of Women in Construction
CanPlay
Carry The Load
Cherry Creek Innovation Campus
Chrons & Colitis Foundation
Clark Builders
Cleveland MetroParks
Community Warehouse
Critical Components Inc.
D
Doernbecher Children’s Hospital
E
Eataly
Eskisehir Technical University Construction Club
Estee Lauder
F Feed the Mass
FlatironDragados & subsidiary Schiavone Construction Foster Squad
Gensler
Girls IN STEM Academy Give Grace, Give Hope Great Lakes Science Center
Habitat for Humanity Hand to Hold
Harvester’s Healthworks
I’ll Make Me A World in Iowa
Imperfect Pathways
Inclusive Builder’s Alliance
ITU Engineering Students Society
Keep Omaha Beautiful
La Bori Boxing
L3 – Ladies Laughing Out Loud Latino Golf Association of Omaha
Leadership Louisville Center Lines for Life
Lion House
M. Simone Boyd March of Dimes
Marion Polk Food Share Mei Mei
Memphis Medical District Collaborative Mid-America LGBT Chamber of Commerce
Michigan FUN Team / Advancing Professionals
MillerKnoll and Build Out Alliance MYM
NAWIC NE Soul Line Dancers
Nebraska DOL New Friends New Life
Newark Public Schools
Newark Public Schools / Technology High School
NSBE
Nucor Steel Seattle
nycoba NOMA
OGCA
OneIowa
Open Door Mission
Opportunity Austin OSU SASE
Out@SFO
Perkins&Will PFLAG Atlanta
Procore
Procter & Gamble
Raymond
Rolling Plains Construction
Ronald McDonald House
Safehouse Denver
Salem Parks and Recreation
Sarpy Chamber
Sip & Share Wines
Special Olympics Omaha
Susan G. Komen
TEXO (AGC)
The Attic Youth Center
The Bryson Institute
The Gabby Krause Foundation Thistle Farms
Thunder Ridge High School TreeFolks
University of Cincinnati
Osher Center of Integrative Health
Veterans of Foreign Wars
Wakeman Boys & Girls Club
Young Construction Leaders and Toronto Construction Association
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