In this month’s BuildHER column, Frances Palmer and Maryam Campana discuss the importance of knowledge transfer and representation, within the Peru construction industry.
Up until February 2026, Frances was leading Gleeds’ knowledge share function as part of the UK-Peru Health Alliance (UKHA) with a personal focus on strengthening institutional capacity and capability to support the long-term sustainability of healthcare infrastructure. Peruvian born Maryam joined Gleeds three years ago and works as an Executive Contract Manager having come from a law background. Since then, she has helped facilitate the introduction of the first Spanish translated NEC contracts within Peru and been instrumental in Gleeds’ appointment as official NEC Delivery Partner for Latin America.
Q: How does sharing knowledge dismantle barriers and help future generations?
Maryam:
In Peru, the introduction of NEC contracts around 2018 brought a significant shift in how projects were managed. At that time, many of us were just starting to understand what these contracts meant in practice, and much of that learning came through direct interaction with international consultants supporting the programmes.
Having experienced this first client side, and later in a consultancy, I have seen how knowledge transfer can gradually reduce uncertainty, build confidence, and make complex systems more accessible. Many of these processes are not intuitive and are often learned informally, so sharing that knowledge helps demystify decision-making and enables more professionals (especially women) to participate meaningfully in technical and strategic discussions.
It also broadens perspectives. In my case, it allowed me to see professional paths that I might not have otherwise considered or thought achievable. In that sense, sharing knowledge is not only about improving technical capability; it is also about opening up possibilities and strengthening the next generation of professionals.
Frances:
During my time in Peru as Lead Knowledge Transfer on government-to-government (G2G) programmes, my role was centred on something fundamental to the long-term success of infrastructure: people. The delivery of critical social infrastructure, including more than 140 schools and hospitals was a key aspect of the programme, but the real objective extended beyond physical assets. It was about embedding international best practice and ensuring that the Peruvian government workforce had the skills, confidence and systems to manage complex programmes independently.
Knowledge transfer, when done well, is not simply about training. It is about shifting mindsets, building capability and creating lasting change. Over the course of the programme, I worked with technical experts to develop more than 300 structured training courses and facilitated thousands of social learning sessions, including webinars, workshops and simulation exercises. These covered essential disciplines such as contract management and project controls, areas that are critical to delivering projects effectively and transparently at scale.
Q: Who needs access to information for systemic change to happen in the construction industry? How will this help?
Maryam:
In Peru, systemic change requires reaching multiple levels. Early-career professionals need visibility on how large infrastructure programmes operate beyond theory, particularly in areas such as contract management and project delivery. In this regard, universities play a fundamental role, not only in developing relevant curricula, but also in actively attracting more women into careers that have traditionally been associated with men, such as engineering and construction.
To achieve this, both the private and public sectors, as future employers, should actively engage with universities through outreach, mentoring, internships and real project exposure, helping to make these career paths more visible, accessible and realistic.
For mid-level professionals, the challenge is different. Many already have strong technical capabilities, but the transition into more strategic and decision-making roles is not always clear or structured. Bridging this gap requires a combination of mentorship, exposure to high-level discussions, and deliberate opportunities to take on more visible and complex responsibilities. It also involves creating environments where professionals are encouraged to contribute, challenge ideas and build confidence in their voice.
Frances:
In Peru, fewer than 8% of the construction workforce are women, and representation in leadership and decision-making roles is even lower. While technical capability was developing, diversity and inclusion were not progressing at the same pace. Without addressing this imbalance, the industry risks limiting its own potential, not just socially, but economically and operationally.
This realisation led me to establish an initiative under the banner: International Women in Construction (IWiC). The intention was simple but necessary: to create a platform where women could be seen, heard and recognised for their contributions to the industry. It was about celebrating achievements, but also openly addressing the barriers that still exist and reinforcing a clear message, that women are not only part of this industry, but fundamental to its future, in Peru but across the industry worldwide.
The team to date has delivered outreach initiatives to at least five schools and two universities, promoting the message that construction is not a single, fixed career path. Many of the skills that define strong project professionals, including negotiation, collaboration, time management and cost awareness, are transferable. If the industry is serious about attracting diverse talent, it must do more to communicate this, particularly to young women who may not traditionally see themselves reflected in construction roles.
IWiC hosted thought leadership webinars and industry sessions, bringing together professionals across geographies, including colleagues from Gleeds, to share insights and challenge conventional thinking. These conversations matter. Innovation in construction is often framed through technology, but real transformation comes from diversity of thought, experience and perspective. An industry that continues to draw from a narrow demographic will struggle to evolve at the pace required to meet modern demands.
Q: What aren’t we teaching about gender bias?
Maryam:
While there has been meaningful progress in addressing gender bias in places like the UK, the situation in Peru is still evolving. Although there are more women entering the industry, they are often still concentrated in more administrative or support roles, with fewer opportunities to participate in technical or decision-making positions. This can create environments where certain behaviours or dynamics are not always challenged, and where it is not always clear how to respond to situations that may reflect underlying bias. For this reason, there is still a need to go beyond technical or academic development. While building technical capability is essential, it is often not sufficient on its own to navigate the realities of project environments that can be demanding, hierarchical and, at times, shaped by unconscious bias.
Empowerment should therefore also include strengthening confidence, self-awareness and the ability to respond to challenging situations with clarity and composure. This involves not only understanding when certain behaviours or dynamics may be inappropriate but also feeling equipped to address them in a constructive and professional manner. In many cases, the difficulty lies not in recognising the situation, but in knowing how to respond without undermining one’s position or relationships.
Importantly, this is not only a conversation for women. Men play a critical role in shaping workplace culture and influencing how teams operate. For meaningful and sustainable change, awareness, accountability and knowledge-sharing need to involve both men and women, fostering environments where respectful, inclusive and merit-based interactions become the norm.
Frances:
Empowerment and recognition are not optional ambitions for the construction industry, they are fundamental to its ability to grow, adapt and deliver. An industry that fully recognises the contribution of women is one that benefits from broader perspectives, stronger decision-making and a more resilient, future-ready workforce. This is not about optics or meeting expectations; it is about unlocking the full potential of the built environment.
But this progress cannot, and should not, rest on the shoulders of women alone. The role of allies is critical. Across all levels of organisations, allies can and should recognise bias, challenge outdated norms and actively create space for more inclusive practices. In my experience leading knowledge transfer programmes and building IWiC in Peru, the most meaningful progress came when inclusion was not positioned as a standalone agenda, but as a shared responsibility embedded within leadership, delivery teams and institutions. When diversity is championed collectively, by both men and women, it shifts from being a conversation to becoming a standard, embedded in how decisions are made, how teams are built and how success is defined.
