Why We Need More Women in Construction

From Apprentices to CEOs

When you picture the construction industry, what comes to mind? For many, it is still rows of men in hi-vis jackets and hard hats but that image is changing and it needs to change faster. Construction is one of the UK’s largest industries, building the homes, schools, hospitals, offices and infrastructure that shape our daily lives. Yet women currently make up less than 16 per cent of the workforce.

That statistic tells us two things. First, construction has a long way to go when it comes to inclusion. Second, it shows the scale of untapped opportunity. At a time when the UK needs 1.5 million new homes by 2029 and faces skills shortages across trades and leadership roles, encouraging more women to join the industry is not just the right thing to do it is a business necessity.

Breaking into construction and breaking stereotypes

Construction has often been seen as a “man’s world”. Heavy lifting, long site hours, muddy boots but in reality, the industry today is broad, high-tech and full of variety.

Alongside bricklayers, electricians and plumbers, there are roles in digital modelling, sustainability planning, project management, surveying, engineering, design and board-level leadership.

Women like Emily Shaw have proven that construction is not just a career, but a calling. Emily turned down a traditional legal career to take up a construction apprenticeship. She quickly discovered a role that offered more variety, hands-on learning and the chance to make a tangible difference. Stories like hers are vital because they challenge old stereotypes and open doors for the next generation.

Apprenticeships in particular, have become an exciting route for women. They offer paid training, recognised qualifications and the chance to learn on the job. More women are choosing this route over university because it gives them direct access to the sector and with firms setting diversity targets and creating women’s mentoring networks, the ladder into construction is more accessible than ever.

Why diversity and inclusion matter

Diversity in construction is not just a social good it is a proven driver of performance. Research consistently shows that diverse teams make better decisions, are more innovative and deliver stronger results. Inclusion brings a mix of perspectives that leads to smarter problem-solving, especially in complex projects.

In construction, where every project is different and challenges can shift daily, this matters. A team made up of people with different experiences, backgrounds and skills is more adaptable. Women often bring strong communication skills, emotional intelligence and a collaborative approach all of which are vital on busy sites and in boardrooms.

Inclusion also builds stronger relationships with clients and communities. The people who use the buildings and spaces we create are diverse. When construction teams reflect that diversity, they are better placed to design and deliver projects that meet real needs.

The unique skills women bring to construction

Of course, talent is not defined by gender however women often bring skills and strengths that construction has historically underused.

• Collaboration and communication: On complex projects, the ability to bring people together and ensure clear communication can save time, money and stress.
• Attention to detail: From design to safety, detail matters. Women often excel in this, ensuring higher standards of quality and compliance.
• Empathy and leadership: Construction is about people as much as materials. Women leaders often bring an empathetic approach that builds trust across teams and communities.
• Innovation and problem-solving: A fresh perspective often leads to better solutions. Women entering construction from other sectors bring transferable skills that improve efficiency and creativity.
  
  

When women are included at all levels from apprentice to CEO the entire sector benefits.

Mental health and breaking stigma

It would be impossible to talk about the future of construction without addressing mental health. The industry has some of the highest rates of stress, anxiety and even suicide in the UK. Long hours, job insecurity, tough physical demands and a culture that has traditionally been dominated by “macho” attitudes all play a part.

For too long, many men in construction have felt unable to speak openly about their struggles. Asking for help has often been seen as weakness and the stigma around mental health has cost lives. This is where diversity and particularly the inclusion of more women can be transformative.

Women often help to shift workplace culture towards openness, empathy and communication. A mixed-gender environment makes it easier for everyone to be themselves, to speak up about challenges and to ask for support without fear of judgement. When female voices are part of site teams, leadership meetings and decision-making, it helps to soften the old stereotypes of masculinity that can be so damaging.

Encouraging more women into construction is not just about filling skills gaps. It is about creating healthier, safer and more supportive workplaces for everyone.

Supporting one another

Change does not happen in isolation. Men and women in the industry need to stand together, challenge outdated attitudes and actively support one another. That means:

• Normalising conversations about mental health on-site and in offices.
• Creating peer networks where both men and women can share experiences and learn from each other.
• Making mentoring and sponsorship available to women at all levels, so they have visible pathways to progress.
• Encouraging leaders to role model vulnerability showing that it is strong to ask for help, not weak.
• Building company cultures that reward collaboration and empathy, not just output.
  
  

When we support each other, the whole industry wins. Better wellbeing leads to better performance, lower staff turnover and stronger, more resilient teams.

Changing culture and creating opportunities

Let us be honest: barriers remain. Some women still struggle to find properly fitted PPE. Site cultures can feel old fashioned. Boardrooms are still dominated by men, with only around one in five directors being women however progress is happening. Many leading firms now have gender diversity strategies, mentorship programmes and clear targets. Flexible working policies are being introduced to make careers in construction more family-friendly. Gender pay gaps are narrowing and support networks such as Women in Property, Women in Sustainable Construction and Women in Leadership Groups are creating spaces for women to share experiences, mentor one another and push for change.

The demand from clients is growing too. Platforms like TaskHer, which connect homeowners with tradeswomen, have seen a surge in requests. Many clients feel more comfortable hiring female tradespeople for safety and trust reasons. That demand translates into opportunity and it shows that construction is not just ready for women, it actively needs them.

Role models that inspire

Visibility is powerful. When women see others thriving in construction whether as apprentices, project managers, site leaders or CEOs it sparks the belief that they can succeed too. Role models help to break down stereotypes and show what is possible.

Celebrating women who have taken different paths into the industry is key. From those who entered through apprenticeships, to those who moved across from law, finance or engineering, to women who now sit on boards. Their stories prove that there is no single route into construction. Each one adds to a growing picture of an industry where women belong.

Looking ahead questions we need to keep asking

For the construction industry to reach its full potential, it must keep asking and answering tough questions:

• How do we make construction apprenticeships more attractive to young women at school and college?
• What changes in site culture are needed so that women feel welcomed and respected every day?
• How can firms better support women to rise into senior and board-level roles?
• What role can male allies play in ensuring inclusion is not just a policy but a lived reality?
• How can construction use diversity and inclusion as a competitive advantage in winning contracts and delivering better outcomes for clients?
• And crucially, how can we build a culture where mental health is taken as seriously as physical safety?
  
  

These are not questions for tomorrow they are urgent questions for today.

A call to action

If you are a woman considering your next step, take a serious look at construction. It is an industry where you can build not only structures but also a rewarding and lasting career. Whether your goal is to learn a trade, manage complex projects, lead teams or sit in the CEO’s chair, there is space for you.

If you are already in the industry, share your story.

You never know who might be inspired by your words to take that first step.

And if you are leading a construction business, take action. Review your diversity and inclusion policies. Set targets. Provide mentoring. Challenge stereotypes.

Encourage conversations about mental health. Because the evidence is clear the more diverse and inclusive your teams are, the stronger, more innovative and more successful your business will be.

Construction is about shaping the future. To do that well, it must be an industry that welcomes and empowers everyone. Women are not an optional extra in this story. They are a vital part of building the homes, spaces and communities of tomorrow and of creating workplaces where everyone feels supported, valued and able to thrive.

So let us get on with it!