Developing women in leadership
As summer draws to a close, the UK construction sector will draw a sharp breath as it re-familiarises itself with a sizeable “to do” list. The tasks on it are exciting, no doubt, but also complex and challenging. The new Labour government has pledged to build 1.5 million new homes by 2029. The justice system is bursting at the seams, with 20,000 new prison places to be delivered to ease the strain. New schools and hospitals are desperately needed in local communities; hundreds more are to be rebuilt or refurbished due to crumbling concrete. HS2 and other critical infrastructure projects must be completed. Meanwhile, our existing building stock requires re-purpose and retrofit to meet our target for Net Zero Carbon by 2050.
Of course, these challenges bring opportunities. However, to realise these, exceptional and diverse leadership is required. To deliver the country’s needs and thrive, the sector must more effectively engage and harness the full range of leadership talent available to it. One of the most important ways it can do this is by employing more women in senior board-level positions.
While there is much left to do, positive strides have been made in recent years to address the traditional barriers to female representation and equality in construction. The pandemic has ushered in new, flexible working practices, while women have reported that virtual working has helped them to find a more confident voice on a leveller playing field. Cognisance that women require specific protective equipment is growing, to the extent that a bill mandating it was presented to parliament earlier this year. The gender pay gap still exists and remains far too wide, but decreased by 4% in the last 6 years, with industry leaders including ISG, Kier and Morgan Sindall outstripping the average (CIOB).
Despite these wins, the fact remains that women make up 51% of the UK population, but under 16% of its construction industry. And entry doesn’t appear to be the problem. Construction firms now report intake rates at graduate or apprentice level of 50/50, or very close. However, women are continuing to hit blockers when it comes to securing director or board level roles, leading to drop-out. A 2024 Creditsafe report found that just 21% of construction firms list a female director – the lowest of any industry they surveyed. Zoe Price is a rare woman who has smashed through the glass ceiling, rising to the heights of CEO at construction giant ISG. She notes: “The key to changing attitudes towards women in this industry is getting more women into senior roles.”
The recognition and enthusiasm from the big players appears to be there. Willmott Dixon is aiming for 50% women on its management trainee programme each year. Morgan Sindall has set explicit targets for women to make up 40% of its board, and one third of its group management team. They are absolutely right to do so. Research from McKinsey has shown that companies with diverse executive teams are 33% more likely to outperform their peers on profitability.
What is clear is that aspirational women and the construction industry need more help in coming together to turn these ambitions into reality. A joint report produced by Building and Gleeds in March of this year places a firm emphasis on the need for strong female role models who can provide inspiration and mentoring to women. The report captures a telling comment from Kirsty Shrubsall, Head of Sustainability at Sir Robert McAlpine: “if you can’t see it, you can’t be it”.
This is where P3CL’s Women’s Leadership Group (WLG) comes in. The WLG is chaired and led by founder, Vicky Brook, who has a wealth of experience in executive management across a diverse range of sectors including construction, HR, Banking, and Receivables Recovery, and broke into the boardroom before she turned 30. The aim is simple: enabling talented women to reach their full potential within C-suite roles.
For an affordable membership fee, members benefit from quarterly meetings where they can learn from inspirational leaders, with in-person sessions supplemented through newsletters, videos and podcasts. If positive role models are what is needed, then WLG has them in spades. The WLG provides a safe space where women can openly share their experiences, discuss barriers, and collaboratively develop plans to tackle them. In addition, they create and offer training materials through accredited partners to deliver qualifications for members, advancing their progress up the corporate ladder. Members can also arrange mentoring partnerships to develop personal career development plans and tap into support programmes aimed at common challenges (for example, menopausal support).
Jodie, a WLG member, says: “The main reason I joined the mentor programme was to gain the confidence to progress to Director/Board level from people who can share their own experiences having been in these positions and knowing what it takes to be successful. I have benefited from the confidence to step outside my comfort zone and operate in the unknown, gaining different perspectives”.
If UK construction is going to rise to its considerable challenge, then more gender diversity is needed around the boardroom table. The WLG is committed to making this happen, by challenging barriers, amplifying the voices of the women who’ve broken through, and connecting role models and mentors to the next generation of talented leaders.
If you believe you can benefit from and support the WLG, please get in touch with Vicky at: vicky.brook@p3cl.co.uk
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