Currently there are over 11 million women employed in the UK, accounting for 49.5% of the workforce. However, despite increases in the number of women employed in the construction industry over the past decade, they still constitute only 13% of the industry's workforce. This means that construction continues to be the most male dominated of all the major industrial groups. A review is presented of the literature relating to the current position of women in the construction industry. It identifies and examines the barriers preventing women's entry into the industry, the subsequent barriers faced by those working within the construction industry, and initiatives committed to promoting equality for women and men in construction. These barriers arise from a number of sources including: the construction industry's image; career knowledge amongst children and adults; selection criteria and male dominated courses; recruitment practices and procedures; sexist attitudes; male dominated culture; and the work environment.Women, Construction, Equality, Barriers, Initiatives,

PurposeThe purpose of this paper is to facilitate further understanding of project complexity by highlighting the factors contributing to project complexity as reported by the practitioners facing the “actuality” of projects.Design/methodology/approachA qualitative research approach was undertaken by conducting semi‐structured interviews with the primary focus on the aerospace industry. Participants are involved in a variety of project settings, exhibiting different types and levels of complexity.FindingsAnalysis of responses highlights “people” issues as the main factor contributing to project complexity and the importance of soft skills in managing complex projects.Research limitations/implicationsThe research is based on a limited number of respondents from the aerospace sector. This will be further refined and improved upon by compiling views of additional practitioners involved in multiple aerospace projects.Practical implicationsThe main research conclusions are that “hard” project management skills help to organise, plan and manage, and track changes during the course of the project. However, understanding of project complexity and its contributing factors helps practitioners to understand the dynamic, social and complex contexts of projects, thus highlighting the importance of “soft” skills.Originality/valueThis paper proposes the “project complexity triangle – people, product and process”, highlighting their importance as the three major areas contributing to project complexity.

Discusses a recently completed research project on women in construction management occupations. Focuses on the issues generated by the research and main conclusions. The methodology is briefly discussed and the sequence of the investigation outlined. Presents the problem of the under‐representation of women in the construction industry with statistical evidence. Issues raised include the image of the construction industry, knowledge as a determinant of career choice and organizational culture. States conclusions and implications for practice.

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