Five-Day Week Could Save Billions

The research highlights that construction’s longstanding reliance on long working weeks not only drives fatigue and inefficiency but also contributes to high turnover, injury rates, and mental health challenges. In 2018, work-related fatalities, injuries, and illness were estimated to cost $6.1 billion annually. When combined with the productivity losses from consistent overtime and higher mental ill-health and suicide rates, the total cost climbs to $8 billion a year.

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Pilot program results

The projects — including the Brunt Road Level Crossing Removal in Victoria and the Wentworth Point High School build in NSW — tested an alternative roster. Instead of the standard 54-hour, six-day schedule, workers completed 10-hour shifts Monday to Friday, with every second Saturday worked in place of the preceding Monday to preserve a rostered day off.

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Despite working slightly fewer hours annually (about 68 fewer per worker), contractors reported no additional costs. This was achieved by aligning weekday overtime rates with Saturday rates and improving project planning to maintain productivity. According to Fulton Hogan’s Dean Riha, who managed the Brunt Road project, the change required more logistical preparation but delivered greater efficiency, safety, and staff satisfaction.

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Workforce diversity

One of the more notable cultural shifts observed during the pilot was an improvement in female participation. Ground-level female representation rose to 8% from a typical 2–3%, and project-level participation reached 21% compared to a usual 12%. The roster also allowed for greater individual flexibility — for example, enabling AFLW players employed on site to leave early for training commitments, with workloads adjusted accordingly.

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This flexibility extended beyond gender diversity, benefiting workers with caring responsibilities or personal commitments. Over time, initial scepticism from some wage workers and supervisors gave way to support as the benefits of more rest and better work-life balance became evident.

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Worker preferences

Data from the Culture in Construction Final Report shows a clear preference for five-day weeks, particularly among salaried workers.

• Among salaried staff aged 50 and over, 93% preferred a five-day week, compared with 70% of those under 30.
• Waged workers showed lower but still majority support (59–62%), with younger cohorts more open to six-day schedules.

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Implications for the industry

With productivity in construction stagnant for decades, the pilot’s outcomes point to an actionable path forward. By rethinking scheduling, prioritising planning, and embedding flexibility, contractors can improve retention, reduce health and safety costs, and enhance diversity — without adding to overheads.

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As Gabrielle Trainor, chair of the taskforce, noted, the measurable savings in turnover alone could reach $800 million in just two states. Scaled nationally, the financial and cultural benefits could be transformative for Australia’s third-largest industry.

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Conclusion

The pilot demonstrates that shifting entrenched work practices is both possible and beneficial. A five-day, 50-hour roster offers tangible gains in safety, productivity, and worker satisfaction, alongside significant economic benefits. For an industry grappling with skills shortages, mental health challenges, and the need for greater diversity, these findings offer a blueprint for sustainable improvement.

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