Gender equity: six ways to accelerated change

Ahead of International Women’s Day 2025, APM Podcast brought together three project professionals working in the built environment sector – which is still disproportionately dominated by men – to discuss what action can be taken to improve gender equity in organisations such as theirs.

Below are six insights they shared.

1. Retain women at mid-career level

“There’s a big proportion of women leaving [the workplace] around the age of 34,” said leadership and culture coach Anita Phagura, who previously worked in infrastructure project management. “The industry has focused so much on attracting women, which is important, and yet, if we don’t address our cultures, then we are going to lose women as fast as we attract them in.”

When it comes to cultural issues, she explains that, “sometimes it’s the small things, but sometimes it’s bigger things that are impacting people’s confidence. It becomes internalised as you recognise that there are barriers beyond your control. People might leave the job because they feel exhausted by having to fight these barriers, and they hold that experience with them wherever they go next – and then that impacts their choices as well.

“Will they go for that promotion? Will they go for a new opportunity? Because they're tired of it having been a battle for so long and not necessarily being met by support. But when we can find that support, that’s really important,” she explains.

2. Meaningful organisational support matters

Frances Palmer ChPP, Associate Director at Gleeds, who is based in Peru, believes it’s critical for women to feel their organisation supports them.

“When I’m going to make that career jump, what can I take from the organisation to feel like I’m supported in taking that decision?

“On an organisational level, which diversity and inclusion policies are actually being implemented? How are you actually achieving those policies? And what can you [demonstrate] results in a better retention of women? Is it a mentoring scheme, or promoting internships or wellbeing surveys, that actually leads to women feeling more included and respected?”

3. Include men

“The reality is that we’re striving for greater equity in our industry, and at present there are still more men than women, which means that many leadership and decision-making roles are held by men,” said Dave Corbin, Head of Client Accounts at Gleeds.

“A while ago, we had discussions around improving maternity policies at Gleeds, and at the time we had to prioritise initiatives based on their immediate impact. Maternity policy was not initially at the top of the agenda, which was simply due to the number of people it would affect compared to other areas we were addressing at the time.

“That said, Gleeds has recently introduced a much more modern and inclusive parental leave policy, which is a fantastic step forward, but it highlights the importance of having diverse perspectives in leadership – different viewpoints that can help shape priorities in meaningful ways,” he says.

“That’s why it’s important for all of us, especially men in leadership positions, to be mindful of creating that culture where everyone feels valued and heard. Progress starts with awareness and the willingness to make a difference. I just worry that organisations that are predominantly run by men are still making decisions through the lens of a man.”

4. Reverse mentoring works

Corbin believes reverse mentoring for senior leadership teams is probably the most powerful action that can be taken.

“I’ve definitely benefited from having a female mentor throughout my career who has shared with me the many trials and tribulations that she's faced and really opened my eyes to it. I’d like to think that I’ve developed my understanding through understanding her experiences.

“I think anything that can help senior decision-makers to understand the journey and the challenges that people have faced is really powerful.”

5. Calling out inequalities

“Calling it out has a massive impact,” says Corbin. “If you’re called out and it’s done in the right way, you will learn from it and you will be more mindful of it in the future – and if you can create a culture where it’s OK to call it out, even better. But if you haven’t got that culture, then having an ally who can call it out on your behalf is valuable.”

6. Be clear on why inclusivity matters

The business case for having more women in your organisation is clear, says Phagura, so make everyone aware of why it matters.

“If women are leaving your organisation after you have spent time on attracting them into the organisation, there is a huge business case for you to care, and to make their experiences better so you don’t lose out on that talent. It’s a huge reputational gain.

“What can we do to make things better? Let’s be the ones to raise the bar and make our environment safe, where women of all ethnicities, all identities, can thrive, and let's support them to get into leadership.”

Palmer sees the clear and urgent business need for diversity.

“The construction industry is continually developing. There’s a need for innovation and a need for more inclusive environments to foster creativity. Without a diverse mix in the workforce, I don’t believe this is a possibility.

“Organisations need to make sure that they’re structured in a way that enables personal development and growth.

“True leadership is not just about delivering projects. It's also about giving people the space and the environment to be heard and to be treated fairly and respectfully. And this comes from the organisation, not just the individual. And that’s why it’s important to ensure that these changes are being implemented now.”

Listen to APM Podcast’s episode ‘How to tackle the urgent need for gender balance: experiences from the built environment’ on Spotify, Apple Podcasts, Audible and many more platforms.