In industries like construction, where a shortage of skilled workers is a perennial issue, the last several years have seen growing recognition of the need for inclusive policies to attract and retain a diverse workforce.

One area in which progress has been slow has been recruiting more women into the traditionally male-dominated construction sector.

As resistance to DE&I initiatives develops in certain regions of the world, notably in the US under President Donald Trump, the challenge of bringing more women into the industry looks unlikely to diminish.

Trump has actively opposed DE&I initiatives, recently vowing to remove diversity programmes from federal agencies and companies working with the government. This reflects a broader pushback against DE&I efforts in some sectors, with critics arguing they impose unnecessary restrictions and regulations.

Despite this, many businesses, continue to emphasise diversity as a key factor in addressing workforce shortages and improving overall industry performance. The construction sector faces mounting pressure to create a more inclusive environment to ensure long-term sustainability and competitiveness.

Following International Women鈥檚 Day on Saturday 8 March, Construction Briefing looks at five things you can do to recruit and promote women in construction:

1) Be an ally

Faye Allen, director at the construction advisory practice of J.S. Held and a chartered quantity surveyor, highlights the importance of allyship in driving cultural change within the industry.

In an interview with Trackunit, she recalls the difficulties she encountered in the early days of her career. 鈥淚n those formative years on the jobsite, challenges included locating the correct kind of PPE (even a small man鈥檚 size swamped her), getting washrooms catering for women, and dealing with a general lack of hygiene everywhere.鈥�

鈥淢en who genuinely learn about the challenges women face can step in and be allies to women and other diverse groups when these issues occur,鈥� she explains. 鈥淚t applies to so many everyday examples, even things like a woman having a great idea which is ignored until a man comes in later and presents it as their own. This can be called out and others educated by bold leaders intervening.鈥�

Allen believes that shifting traditional gender roles and encouraging men to embrace different ways of working can lead to a more balanced and inclusive workplace. Men should feel empowered to take paternity leave and share childcare responsibilities, she adds. 鈥淏y enabling women to continue their careers rather than being automatically expected to take on the bulk of the child-rearing role, we can create a more equitable environment.鈥�

2) Showcase the work already being done by successful female leaders in your business

Workplace culture has improved over time, with more companies actively fostering inclusivity and recognising the value of diverse leadership. Melanie Cannon, head of people in North Europe at Sacyr, a global construction and engineering company, recalls how encouraging it was to see female leadership within the company. 鈥淚 was delighted when I joined Sacyr to find that three incredible women were leading our flagship project. We have now increased this to 33% female leadership across the project,鈥� she says.

However, Cannon acknowledges that representation alone is not enough. True progress requires a deeper commitment to supporting women throughout their careers. 鈥淥ur commitment to gender diversity highlights the significant contributions women make to our success. For example, our head of engineering, who is currently on maternity leave, will return to the same role, underscoring our dedication to retaining talented women and supporting their career development and progression. Recruiting women isn鈥檛 enough; this is about talent 鈥� not numbers.鈥�

Beyond workplace policies and leadership representation, initiatives such as Global Engineer Girls, founded by Ebru 脰zdemir, who is also chairperson of Turkish construction company Limak Holding and the founder and chair of Limak Foundation, are making a tangible difference in attracting young women to the industry. 脰zdemir explains the impact of the programme:

鈥淪ince its inception in 2015, Global Engineer Girls has provided scholarships, mentorship, training, career opportunities and real-world industry exposure to over 1,700 young women. More than 250 of our graduates have gone on to work in leading engineering and construction firms.

鈥淥ne of the most rewarding aspects has been seeing the ripple effect 鈥� when one young woman succeeds, she inspires many others to follow. Beyond individual impact, we鈥檝e also seen a shift in perceptions, with more companies actively seeking to hire and promote female engineers.鈥�

3) Provide inclusive policies

While progress has been made in diversifying the construction workforce, more concrete action is needed to ensure long-term inclusivity. Addressing retention issues and attracting new talent requires a multifaceted approach, including flexible working arrangements, strong mentorship programmes, and targeted recruitment strategies that encourage women to pursue and sustain careers in the industry.

Limak鈥檚 脰zdemir says, 鈥淥ne of the biggest lessons I鈥檝e learned about attracting talent in our industry is that women need more than just job opportunities - they need support systems to help them navigate the industry. I call this 鈥榯he professional sisterhood鈥�. When young women enter the engineering or construction industries, they don鈥檛 see many role models, which can make them question if they鈥檝e made the right choice. That鈥檚 why mentorship is so powerful and important.

However, retention is just as important, says 脰zdemir. 鈥淐ompanies need to focus on fostering inclusive workplaces, whether that鈥檚 through DE&I and leadership training, better parental leave policies, or company policies that ensure women feel respected, valued and heard. I鈥檝e also seen first-hand how crucial mentorship is in retaining female talent: research shows that mentorship programmes improve promotion and retention rates for women and minorities by 15% to 38% compared to those without mentors.鈥�

4) Ensure women are paid the same as men and promoted on an equal basis

The gender pay gap persists as a significant issue globally, with pronounced disparities in the construction industry.

In the United Kingdom, the construction industry remains predominantly male, with women comprising only 15% of the workforce as of 2024. The average gender pay gap in this sector stands at an average of 23%, reflecting a slight improvement from 27% six years prior, according to recent industry data.

At UK-based civil engineering company Balfour Beatty, women accounted for just 13% of employees in the upper hourly pay quartile (highest-paid roles), while at Morgan Sindall, they represented only 10%.

Australia faces similar inequalities. The country鈥檚 gender pay gap has narrowed slightly, yet women continue to earn nearly 20% less than men, with the finance, mining, and construction sectors showing the greatest disparities, according to a government report.

Closing the gender pay gap in construction requires increased female representation in senior roles, ensuring pay transparency, and fostering inclusive workplace policies. Companies must implement clear salary structures based on skills and experience rather than gender while actively promoting women into leadership and technical positions.

5) Encourage STEM education in schools for all

A key factor in building a more diverse workforce is early engagement through schools and outreach programmes. Many young people, particularly girls, are not exposed to the opportunities available in construction, which perpetuates the idea that it is a male-dominated field.

Cannon from Sacyr highlights the critical role that schools play in shaping career aspirations, stating, 鈥淯nfortunately, many schools do not fully understand the possibilities and excitement of construction careers. By promoting construction as a viable and rewarding career option for girls, we can tap into a larger talent pool and ensure that we are not missing the potential contributions of 51% of the population.鈥�