Women make up a growing proportion of the construction workforce, with 2025 Data from the US Bureau of Labor Statistics shows a 45% increase. in their ranks from 2015 to 2024. As a veteran of more than 40 years of work as an owner and construction consultant, Gretchen Gagel has used her experiences and those passed on by others to found in 2025 the International Institute of Women in Construction, of which she is CEO. It aims to reshape the way women enter the construction industry, bridging recruitment and retention efforts through research. The institute has 20 members advisory board of current and former industry executives who support ambitious goals to accelerate broad change, Gagel says. “We want to accelerate efforts, to ignite action globally,” he says. The institute has published five research reports on attracting more women to construction—the most recent recent month describing “the Australian experience”. Here she shares how the institute aims to close the talent gap to put more women to work. The interview with ENR editor Emell D. Adolphus has been edited for clarity.
ENR: What moment or realization convinced you that the industry needed a global institute focused specifically on women?
Sale: Sometimes the universe tells you that you should pivot and not be afraid to start something big. Five years ago, I started thinking about the fact that women in construction are having similar experiences in my two home countries, Australia and the US. I realized that global efforts are often fragmented and underfunded. I thought, why are we still having conversations about how to attract and retain women in construction? How can we connect the dots to create a global movement that moves the needles?
Many initiatives struggle to move from conversation to measurable progress. Based on your research, what specific changes do companies need to make if they really want to increase the number of women in construction?
We recently synthesized over 50 global research studies on the barriers to attracting women into the construction trade on these key challenges: 1) Women and girls don’t know that construction is a viable career. School outreach programs like Move Over Bob (https://moveoverbob.com/) are helping to change that. 2) More than 70% of apprenticeship programs are 100% male. Collaborative programs, such as a current JE Dunn partnership with a technology client, bring women into these learning programs; 3) Our industrial culture of “toughness” and bad behavior can be intimidating. Actions such as Turner Construction’s zero tolerance for bias-motivated events help improve the professionalism of the industry. 4) There is a lack of flexibility that makes childcare challenging for both men and women. John Holland Group in Australia is trialling a two-hour project start to allow people to drop children off at daycare and school, a game-changer for the industry. These are the global stories the institute tells, concrete examples of the changes industry players are making to help everyone, including women, thrive.
The institute aims to double the number of women in construction over the next decade. What strategies or interventions by the institute will have the greatest impact in achieving this goal?
For starters, we as an industry have to really want women. We really need to see them as a critical element in solving our talent shortage. I often hear “we can’t find them” or “they don’t stay”. Why? If we get as serious about attracting, developing and retaining women as we do about safety, the needle will move. By connecting global efforts, sharing examples of successful strategies, and convening the boldest thinker to determine new strategies, the institute will make a difference. We do not profess to have the answers. Our passion, our industry connections and our systemic approach to serving the industry reveals answers and inspires action.
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You have described the institute as a global “think tank” and a center for collaboration. How will it bring together contractors, unions, educators and policy makers in a way that hasn’t been done before?
We meet with these industry leaders every day to determine the ecosystems they are excited to collaborate with to solve this problem. This is not easy. The industry has traditionally been fragmented with more individual than collective efforts. Finding stakeholder leaders for each sub-segment, whether it’s a US-based building trade, a state or a country, who are serious about progress is the key.
Data on women in construction is often fragmented. How will the institute help create a clearer global picture of progress and hold industry accountable?
We are committed to being a global source of accurate data on women’s participation in construction. Our January 2025 white paper reported on the overall percentage of women in construction in the 20 countries with the highest spending on construction. We recently reported on construction trades in the United States and whether female participation is increasing or decreasing by trade. We’re also focusing on program evaluation: What specific strategies and tactics are moving the needle? We will work with global industry leaders to gain their buy-in and hold the industry accountable for progress. It’s a huge undertaking, but the institute is ready!
You’ve talked about the cultural barriers women face in the workplace and in leadership roles. What cultural changes are most urgently needed in construction organizations?
Our culture must value women. period We need to understand unconscious bias and how it shapes our decision making. When two men hired me as CEO of a company, I was often asked if we were a woman-owned company. When I answered “no,” people often ask me, “So why did they hire you as CEO?” Really It’s exhausting. Bias is important because it allows us to make quick decisions, but as industry leaders we need to be aware of how subtle unconscious bias affects women in construction. Women don’t want to be treated like your daughter. Women don’t want to be talked over in meetings or asked to take notes. Women want a fair chance. Zero tolerance for bad behavior increases the professionalism of the industry, improves its culture and also attracts more men.
What role do male allies and industry leaders play in accelerating change, and how can companies more effectively engage them?
Male allies are critical, which is why the institute has several male board and advisory board members, including Mark Whitson, president of DPR Construction, and Tom Reilly, president of Turner Construction. When I joined [consulting firm] IMF in 1994, my first manager, Lou Bainbridge, turned down strategic planning work with contractors who didn’t accept me as part of the team. This is the male alliance. Men hold the majority of senior leadership positions in the construction industry and we will not move forward without their commitment and leadership.
Looking ahead 10-15 years, how do you expect the construction workforce (and leadership portfolio) to be different as a result of this initiative?
I hope we’re no longer having a conversation about how to attract, develop and retain women in construction, that we’ve cracked the code on that. I hope men understand that this is not about women prospering at the expense of men, but about the sustainability of our industry.
