Why has diversity management in construction made so little difference to women’s participation at professional and in particular at operatives’ levels? This chapter addresses this question by examining the policies and practices put forward to combat low gender participation, their focus, the case on which they are built, and the degree to which the structure of the industry in Britain is conducive to their implementation. Drawing on existing literature, extensive research of our own and analyses of census, industry and WERS (Work and Employment Relations Survey) statistics, the relative irrelevance of a ‘business case’ for greater gender participation in construction is shown, given that this is primarily focussed on persuading employers to take responsibility for changing the situation. To have an impact, diversity measures have to be integral, specific, contextual and mandatory and developed in participation with employees and in parallel with appropriate recruitment, training, employment and working conditions, and support mechanism that drive the inclusion of women in the construction sector, particularly those at operative level. The lack of progress in gender participation is because such an approach has not yet been realised.