Women are about 13-14% of the construction workforce but only around 3% of trades workers — and the challenge is not getting them in, it is keeping them and moving them up. Networks, mentoring and the right employer practices are what convert female apprentices into long-term tradies and leaders. Here is the map.
The networks
- NAWIC (National Association of Women in Construction) is the main national network, with chapters in most states. Membership (students, apprentices, all career stages, male allies and companies) brings event and CPD discounts, member-only events and resources, priority access to mentoring, leadership and speaking roles, and awards and scholarships often sponsored by major contractors. Individuals join online by chapter; employers buy corporate memberships; some chapters offer concessions or financial assistance.
- NAWIC mentoring runs by chapter — typically 6-9 month programs blending group workshops (goal-setting, confidence, navigating bias) with 1:1 mentoring (e.g. ACT's 8-month program with capped cohorts, a modest mentee fee and free mentors; VIC pairing mentors with 5+ years' experience to early-mid-career mentees). Employers often sponsor the fee or allow mentoring in work time.
- Other networks: state "Women in Trades" initiatives, trade-specific groups (women electricians, carpenters, engineers), and union women's committees (CFMEU, ETU) for peer support and training.
Government diversity procurement
Big public projects increasingly carry diversity requirements that create opportunities:
- The Commonwealth Indigenous Procurement Policy (IPP) sets a volume target of at least 3% of the number of federal contracts to Indigenous businesses, a value target ramping to 3% by 1 July 2027, a Mandatory Set-Aside (remote contracts, or those $80,000-$200,000, must approach an Indigenous SME first), and Mandatory Minimum Requirements on contracts at or above $7.5m (around 4% Indigenous workforce or value subcontracted). An Indigenous-owned business (50%+ Indigenous ownership and control, Supply Nation verified) can plug in by registering on AusTender; others build Indigenous subcontractor relationships.
- State social procurement — VIC's Social Procurement Framework (large projects over $20m need a social-procurement plan, preferencing Aboriginal businesses, social enterprises and disability enterprises), with QLD, NSW and others embedding diversity and women-in-trades outcomes into infrastructure prequalification.
Mentoring and retention
Mentoring (NAWIC and beyond) is repeatedly linked to better retention — it helps women clarify promotion pathways, navigate being the only woman on site, and build networks beyond their employer (critical if the first workplace is unsupportive). National and NSW research ties mentoring, improved culture and flexible conditions to women staying past three years; the leading reasons women leave are culture, long hours and a lack of progression.
The data — and what it shows
Women are about 13.6% of the construction workforce (MBA, May 2024) but only ~3.1% of trades workers — most women are in professional, managerial or support roles rather than on the tools, and a minority are site supervisors or senior managers. Female apprenticeship numbers have grown strongly in some states (QLD female construction apprentices roughly doubled, 431 to 821, over 2010-2020), but converting that into long-term trades and leadership remains the challenge.
What actually retains women
The NSW Women in Construction research is blunt: 71% of women who left tier-2/3 firms reported gender-based discrimination, and 1 in 2 reported sexual harassment; 47% of regional NSW women cited a lack of promotion as a reason to consider leaving. The practices that retain women past three years:
- Genuine flexible work — flexible hours and rosters, RDOs, part-time site roles (77% of employers who rate themselves excellent at retaining women offer flexible hours).
- A zero-tolerance harassment culture that bites — visible enforcement, independent reporting, consequences, and bystander training (see Women in Construction — Your Rights).
- Structured career development — a mapped pathway (apprentice → tradesperson → leading hand → foreperson → site manager) linked to training and mentoring, talked through in the first three months.
- PPE and facilities that fit (see Women — PPE & Facilities) — signalling women are permanent, not guests.
- Visible female role models in supervisory and PM roles with authority over site culture.
For context, 46% of tier-2/3 NSW firms have under 5% women, and 35% have none — so the small subbie that gets this right stands out.
Common mistakes
- Focusing on recruiting women while ignoring why they leave (culture, hours, no pathway).
- A harassment policy that exists on paper but is not enforced.
- No mapped progression, so women plateau and leave.
- Assuming diversity procurement is only for big firms (subbie packages on large projects flow from it).
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