A little less conversation, a little more action

NAWIC CEO Cathryn Greville says that when it comes to increasing the participation of women in construction, we need more substantial action

It is well known that construction is the second most male-dominated workforce in Australia (after mining), with some of the most acute skills shortages. Yet the scale of construction needed to support the housing, infrastructure and renewable energy transition for our growing population requires a substantial increase in workforce.

This increase can and should be met by a significant increase in women’s participation.

Participation has two major elements – (1) attracting women to the sector and getting them into meaningful jobs; and (2) creating the environment where those who do join can stay and can thrive. We all want our contributions valued. And women are smart. Who wants to stay in an environment that is not fair, inclusive or respectful?

So how are we tracking? In the words of the King: A little less conversation, a little more action. Rather, a lot more action please.

The current figures on participation are abysmal. Nationally, women make up only 12.4 per cent of the overall construction workforce and only 3.4 per cent of trades. Over the past year, we saw the overall number of women in these industries decrease.

Around the country that number isn’t much better. The best jurisdiction for women employed in construction is South Australia, where women make up 17.1 per cent of the construction workforce. On the flip side, ACT takes the gong as the worst jurisdiction – women only make up 9.6 per cent of the construction workforce there.

There’s nothing to sing about elsewhere either – we are looking at similarly uninspiring figures at 10.9 per cent (WA), 11.5 per cent (NSW), 11.9 per cent (VIC), 12.5 per cent (TAS), 13.9 per cent (QLD) and 14.9 per cent (NT).

When we consider workplace environments that wish to retain women, we see a huge gap in business maturity levels around culture that create or perpetuate inhibiting factors. For example, we know that issues such as safety, lack of flexible work options, the gender pay gap and behaviours experienced in the workplace are consistent barriers to participation. But there are far too many businesses not measuring, monitoring or changing the metrics in these areas. And far too many leaders who don’t understand the impact or where to start.

So, to those leaders, here are some starting points.

It goes without saying that it is imperative that the construction industry is safe for women. Not only is this a legal requirement, but it is a key element of risk management, employee turnover and business success. Yet, this is not the experience of far too many women. It should go without saying that companies demonstrate zero tolerance for sexual harassment and take active steps to build a culture that is welcoming and inclusive of women’s participation. This is an area where leaders can immediately act – zero tolerance of poor behaviour and positive culture through good behaviour.

Our industry is full of clever, creative, successful people who design, build and manage incredible infrastructure on which the community relies. The industry certainly has the wherewithal to ensure safety is at the heart of what it does – across all business sizes, types and projects. So why can’t some businesses get the very basics right and provide adequate toilet and changing facilities on construction sites? How embarrassing for everyone involved to still need to push for this. Providing toilet facilities is a simple fix. Leaders, please action it.

The pay gap across construction businesses should see leaders everywhere stop in their tracks. In 2024, the average pay gap in construction was 25.3 per cent. When you add overtime and bonuses, that gap widens. What is your organisational pay gap? If you’re one of those 50 per cent of businesses with a pay gap above 25.8 per cent (or arguably worse, you don’t have any idea what this gap is), you’d better get cracking. Imagine the talent drain and innovation strain you’re putting your business under by not actioning this.

This brings me to the topic of workplace flexibility. I bet you want to assemble the best team and have them working at their best: healthy, engaged and achieving your business goals. Well, many of the great workers able to do that will be parents, family members and carers. Don’t be stuck in the dark ages in how you manage a team. Do provide flexibility in work options to get the best team and keep them. If you don’t, your competitor will.

Finally, let’s touch on the critical issue of culture. It has been said that “the only thing of real importance that leaders do is to create and manage culture” (Edgar Schein). Culture matters. And it should matter to you.

Culture is the big and the small. The organisation’s position and the everyday practice on the ground. Have you set an organisational culture that is worth following? Are your people inspired by their experiences in your business?

By way of example, we know that microaggressions – the small acts that make people feel less welcome, less valued, or less safe – have a macro impact on businesses and the sector. On its own, an act may seem little. But when we add up all the microaggressions women face over time, the impact is not so little. In fact, 88 per cent of respondents in our ‘Not So Little Things’ study have experienced microaggressions in the sector, including from supervisors or managers, and having experienced microaggressions, lack of opportunity, lack of flexibility and/or poor work culture eight per cent had left the industry entirely. There’s your talent walking out the door.

Of course, these elements are linked. Poor culture breeds poor business practice, impacts your bottom line and makes your workplace a pretty horrible place to be. Women are leading the charge in opting out of these environments. And they are doing so right from the start of their careers – for example, the current drop-out rate of first year apprentices in the construction trades is a staggering 74 per cent.

If you only take two key points forward, let them be this:

1. Firstly, those holding onto the notion that the lack of women is a women’s problem, need a dose of reality.

2. And secondly, you can’t fix the leaky pipeline if you don’t address culture. Culture is the glue that can either stick or leave you unstuck. This depends on your leadership approach and the actions you take now.

So, take a leaf out of Elvis’ book this year: have confidence, step up and take more action!

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