Construction has always been fundamental to Scotland’s economic and social progress. It delivers the homes we live in, the schools we learn in and the infrastructure that connects our communities. Today, however, our industry stands at a pivotal moment. We face a significant workforce challenge, but also an opportunity to consciously widen the talent pool we introduce to the industry and redefine our future.

The Construction Industry Training Board estimates that the UK will need to recruit approximately 239,000 additional construction workers between 2025 and 2029, equivalent to nearly 48,000 new entrants every year. In Scotland alone, around 3,500 additional workers will be required annually over the same period.

This is driven by demand for housing and infrastructure, but also a major workforce transition. Up to 25% of the UK construction workforce could retire over the next 10-15 years. That represents a significant loss of skills and experience unless we act decisively now.

Meanwhile, Scotland’s ambitions around net zero add further urgency. The scale of retrofit required to decarbonise our existing homes is immense. The Climate Change Committee has identified retrofit as one of the most critical infrastructure challenges of the coming decades. Delivering it will require new skills, new thinking and a significantly expanded workforce which, in my view, is a more diverse one.

Women currently make up around 15% of the UK construction workforce, with far fewer represented in technical and leadership roles. That statistic alone should give us pause. When our talent pool is tightening, we cannot afford to overlook half of the population. But for me, this is not about quotas or tokenism. It is about widening participation to attract the very best individuals, regardless of gender or background.

Construction today looks very different from the traditional industry it once was. Technology is transforming how we design, plan and deliver projects. Digital tools, data driven performance management, artificial intelligence and modern methods of construction are reshaping our processes. In retrofit in particular, we are combining building science, data analytics and community engagement to improve homes and tackle fuel poverty.

These changes demand a broader mix of skills. We need technical experts, digital specialists, creative problem solvers and strong leaders. We need people who are comfortable with innovation and collaboration. We need individuals who can think differently about how we deliver projects and how we create long term value for communities.

My own experience reflects the opportunities this industry can provide. During my 20 years career in the built environment I have been fortunate to work with leaders who recognised potential and invested in my development. That culture of development is one of construction’s greatest strengths. It is an industry where people can start in one role and, through commitment and support, build a long and meaningful career.

It is also why I joined the Advisory Board of Female Leaders in Construction (FLIC). It is well proven that organisations with more gender balanced senior teams perform more profitably and more effectively. FLIC aims to help achieve gender diversity at a senior level by creating a supportive network to build the confidence and skills of future female leaders. Ultimately this is about supporting  talented women into senior levels that are often out of reach, even in 2026. Representation matters because it helps people recognise that a career in construction is both achievable and rewarding.

However, attracting talent is only part of the equation. Retention is equally critical, and that comes down to culture. Studies continue to report the most engaged individuals deliver the best work. They innovate, collaborate and take pride in what they do. In retrofit, where we are often working in people’s homes, that engagement is vital. Our teams must understand that we are not simply delivering a contract. We are improving lives, reducing fuel poverty and strengthening communities. If people believe in that purpose, they perform better, and if they feel valued and developed, they stay.

Construction’s future depends on our ability to attract, develop and retain the best talent at entry- and senior-level. By embracing technology, widening participation and investing in culture, we can ensure our industry remains strong, innovative and capable of delivering the homes and infrastructure Scotland needs.