Australia’s infrastructure construction industry has long faced challenges tied to excessive work hours, limited diversity, and high stress levels. To address these problems, a new effort led by the Construction Industry Culture Taskforce (CICT) has introduced a “Culture Standard” aimed at reshaping workplace expectations and improving worker wellbeing. A recent review of pilot projects across New South Wales and Victoria indicates that this new standard is delivering meaningful benefits.

The Culture Standard focuses on three major issues that have historically burdened construction workers: intense workloads, insufficient support for mental health, and a lack of gender diversity. To help resolve these challenges, the standard promotes capped working hours—specifically, a five‑day week with no more than 50 hours of work. Its purpose is to reduce burnout, improve safety, and make the industry more appealing to younger workers and women. Pilot projects between 2022 and 2024 demonstrated that applying this standard “works,” according to CICT chair Gabrielle Trainor, improving wellbeing while also easing skills shortages. 

Findings from the pilot review show strong worker support for reduced work hours. A large majority of salaried workers (93%) and waged workers (71%) preferred a five‑day week or free weekends. Many said the schedule gave them the rest, family connection, and personal time they had long been missing. Workers also reported feeling more productive following two consecutive days off, with several noting they would not return to a six‑day schedule after experiencing the improved balance. 

Contrary to fears that reducing workdays would harm productivity, the pilot sites saw positive results. Workers were more rested and engaged, and staff turnover at participating projects fell 4.4% below the industry average. These outcomes suggest that the Culture Standard supports both worker wellbeing and project efficiency. Industry leaders also noted that a healthier workforce contributes to overall productivity gains. 

One of the most notable improvements was in gender diversity. Women accounted for 32% of staff on pilot projects, significantly higher than the head contractors’ usual 24%. Interviews with women emphasized that the increased representation created a more welcoming and supportive environment. A more balanced workforce also enhances industry attractiveness and widens the talent pool at a time when labour shortages are severe. 

Jon Davies, CEO of the Australian Constructors Association, stated that the findings dispel the belief that prioritizing worker wellbeing harms business outcomes. In fact, improving workplace culture boosts performance while also strengthening the workforce. The Culture Standard shows that a more human‑centred approach to construction work can address long‑standing issues such as high turnover, burnout, and a shrinking pipeline of skilled workers.

Read the full article here: Building a new culture: Changing the construction sector