By Lauren Walker, MD of Aluminium Fire Systems
Walk onto any construction site today, and you’ll likely see hard hats, steel-toed boots, and maybe, if you’re lucky, a woman or two among the crew. But don’t be fooled. While the equipment and technology have evolved, one thing remains stubbornly stuck in the past: sexist attitudes and outdated practices.
Even though I have put the work in and climbed the ranks to MD, I still see the same invisible walls that blocked progress when I first started. We don’t talk about them enough. And if we keep pretending the problem has been “mostly solved,” we’re part of the reason it hasn’t been.
Let’s stop tiptoeing around it: construction is still a man’s world, and not just by headcount.
“Is There A Man In Charge?”
Bias doesn’t always show up as open hostility, like I have personally experienced. It’s often the subtle, everyday assumptions. A woman shows up on-site, and people assume she’s there to do paperwork. A female project manager gives instructions, and they get double-checked or ignored. A woman applies for a field job, and someone wonders if she’s “strong enough.”
This isn’t about feelings getting hurt, it’s about capability being questioned before it’s ever proven.
Sexist Comments Disguised As Banter
Let’s be honest: there’s still a “boys’ club” mentality in pockets of our industry. It’s not always malicious, but it is exclusive. Off-colour jokes, social bonding that leaves women out, assumptions that they won’t want to “get their hands dirty”, it all sends the same message – you’re not really one of us.
I’ve had women tell me they’d rather not speak up about issues on-site because they don’t want to be seen as “overreacting” or “sensitive.” So they stay silent, adapt, blend in and that silence becomes compliance in the eyes of those around them.
The Invisible Load Women Carry
For women in construction, the job doesn’t end when they clock out. Many are also managing family duties, fielding scepticism from relatives (“You sure you want to do this?”), or navigating workplaces that weren’t designed with them in mind, from ill-fitting PPE to lack of private restrooms.
We need to stop expecting women to carry that extra weight alone. We design buildings to be efficient and safe. Why can’t we design work environments to be inclusive and fair?
What Needs To Change And What Leaders Can Do
Change won’t come from token programmes. It starts with us, the people in leadership, owning the problem and putting real weight behind fixing it. Here’s what that looks like:
- Hire intentionally – Don’t wait for women to come to you. Reach out, recruit from trade schools, and show them they belong here.
- Promote fairly – Set up clear criteria for advancement that are performance-based, not personality-based.
- Be vocal – Whether it’s jokes, assumptions, or outdated views, silence equals approval. Speak up.
- Invest in mentorship – Women in the trades often don’t have anyone ahead of them to guide the way. Pair them with mentors who get it and can help them stay the course.
- Fix the worksite – Private restrooms, proper gear, flexible schedules, these aren’t perks, they’re necessities.
Why It’s Worth The Work
I’ve seen what happens when we get this right. I’ve watched women run complex projects, lead crews with confidence, and bring fresh thinking to problems we’ve been solving the same old way for decades. When we make space for women in construction, we don’t just tick a box; we raise the bar for everyone.
But we can’t pat ourselves on the back until this industry feels like home for anyone willing to do the work. That means no more excuses, no more quiet tolerances, and no more waiting for change to happen “organically.”
Let’s start tearing down these outdated walls and build a construction culture where everyone gets a fair shot, not just the ones who look like they’ve always belonged.
We owe that to the next generation of builders and to the ones we’ve been holding back.
Author Bio
Lauren Walker is the Managing Director of Aluminium Fire Systems (AFS), a fast-growing, employee-owned fire safety business based in the West Midlands. With over 15 years of leadership experience spanning engineering, operations, and project management, including expertise in the fenestration industry, Lauren is recognised for her people-first approach, commercial focus, and passion for building resilient, values-driven businesses in traditionally male-dominated industries.
Before joining AFS, she held senior roles at Performance Window Fabrications, Jaguar Land Rover, and Unipart, where she led operational transformation and built high-performing teams. Since stepping into the MD role at AFS, Lauren has overseen a company rebrand, secured top-tier clients, enhanced delivery performance, and fostered a collaborative culture where every employee feels valued, from the factory floor to the office.
Lauren is a vocal advocate for inclusive leadership and cultural change in the construction and fenestration sectors. She actively champions women in business, using her platform to spotlight the barriers they face and push for a more equitable future across the industry.
Originally from Coventry, Lauren holds a BA in Criminology, Psychology, and Sociology from the University of Derby. She is committed to operational excellence, accountability, and inclusive leadership, and brings a strategic yet grounded perspective to driving cultural and commercial growth across the construction and manufacturing sectors.
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