An average 50-hour week over five days has strong support and does not appear to adversely affect site productivity, according to interim results of pilot projects run under a new draft Culture Standard, aimed at improving the infrastructure construction industry.
The Construction Industry Culture Taskforce (CICT), led by the governments of NSW and Victoria along with the Australian Constructors Association, has released an in-depth report into the construction industry’s culture, highlighting the problems of excessive work hours and the benefits in addressing them.
The Culture in Construction Pilot Projects: Interim Report, led by RMIT University, unveils the findings from five pilot infrastructure projects.
It studied the integrated strategies used by pilot projects to improve time for life and flexibility, diversity and inclusion, and wellbeing to determine how they contribute to positive cultural shifts in the industry.
“Cultural change in the industry is one of the key ways to address the acute skills shortage that has led to escalating labour costs and stagnant productivity in an industry which has so many other reasons to be a place to have a great career,” chair of the CICT and interim chief commissioner of Infrastructure Australia, Gabrielle Trainor AO, said.
“The Culture Standard, designed to be part of the procurement process, means a level playing field for contractors and government clients buy in, project by project, to creating better, safer, and more equitable work environments and support construction to become an industry of choice.”
A key finding in the report was the strong support for a five-day work week, with 84% of salaried respondents and 61% of waged respondents preferring this schedule. This preference contrasts with the current industry norm of longer working hours, where 64% of workers exceed 50 hours per week and Saturday work is routine.
“The lack of work and life balance faced by many construction workers can cause significant stress, relationship issues and reduced productivity,” Ms Trainor said. “It is a leading reason people exit the industry.”
“However, the five-day work schedule preferred by the workers in the study allowed them to spend more time with their kids, play sport, see friends or relax, and a two-day weekend also ensured they were better rested and recovered from the work week.
“Monday to Friday is clearly shown in this study to be the ideal. But the standard provides for the reality that not every project can work five days. These findings also demonstrate the positive benefits of a deliberate and accountable focus on ensuring no-one works excessive hours and flexibility is built in, and where measures on diversity and wellbeing are also in place to support the other key aspects of culture change women and young men are looking for,” she said.
Despite initial concerns about productivity and pay impacts, feedback from pilot project participants indicates minimal adverse effects.
“On our Mulgoa Road Upgrade Project Stage 1, our team reported that productivity was not adversely affected by implementing the Culture Standard’s five-day work week,” said Greg Anderson, Seymour Whyte Alliance Manager in New South Wales.
“With Saturdays typically seeing lower productivity across the industry, the loss of Saturday as a workday in the move to a Monday to Friday schedule was more than offset by the fact that we had a better rested, healthier and more satisfied workforce, which led to productivity improvements across the five-day week.
“We also saw positive impacts in terms of recruitment, with other workers in the industry seeking to join our project due to the five-day work week.”
Before the implementation of the draft Culture Standard at the pilot projects, some workers on wages, mostly young men, were concerned about the effect on their pay.
However, once the Culture Standard was operating, many of these same workers said that the effects on their pay had been minimal and, even though they may have experienced a small reduction in their earnings, the benefits of spending more time with their family and friends outweighed the cost.
Australian Constructors Association CEO, Jon Davies, said while recognising the need to limit the hours worked, the pilots are also considering how to maintain the flexibility of projects to work the hours needed to meet operational requirements.
“The Culture Standard acknowledges the interconnectedness of working hours, wellbeing, and gender diversity.
“Addressing working hours in isolation from wellbeing and gender diversity won't yield the desired cultural transformation and outcomes,” Mr Davies said.
The study of the five pilot infrastructure projects, three in NSW and two in Victoria, proves the feasibility of implementing the Culture Standard and the rapid rewards that come out of it.
“These results are very encouraging, and we are looking forward to finalising the pilot studies later this year to inform the case for broader adoption of the standard in procurement,” Ms Trainor. “We thank our research team, led by RMIT Distinguished Professor Helen Lingard, for the rigour they have applied to this project.”
To read the full report, or to find out more about CICT, please visit: constructionindustryculturetaskforce.com.au
Key Facts:
- Time for Life - The survey results reflect this majority view with 84% of salaried and 61% of waged workers indicating a preference for working a five-day compared to a six-day week.
- In relation to Diversity and Inclusion as well as Wellbeing, each pilot projects developed specific initiatives to further nurture the implementation of the Culture Standard. This includes but not limited to: mentoring program, strict Respect Policy within procurement process, provide facilities to encourage exercise on site, a Wellbeing Board and the Flee-by-Three initiative.
- Productivity and pay - Even though workers may have experienced a small reduction in pay, they considered the benefits of spending more time with their family to outweigh these costs.
- Productivity and pay - Interview participants across the Pilot Projects shared a common belief that productivity is not adversely affected by the implementation of the Culture Standard.
- In implementing the Culture Standard suggestion, pilot projects proved their ability to customise it to suit the requirements of their projects and reflect the flexibility available in determining how best to implement the Culture Standard.
- The Culture Standard suggests sites should operate from Monday to Friday, where possible. Some sites need to operate 24/7 and working hour caps and flexibility can and should be maintained on a seven-day, round-the-clock site.
- The Culture Standard advocates for a cap on working hours, requiring organisations to program their projects to: (i) target that all workers work 50 hours or fewer per week, and (ii) ensure that no workers work over 55 hours per week.
About us:
About CICT
The Construction Industry Culture Taskforce (CICT) is a collaboration between the Australian Constructors Association (ACA) and the Victorian and NSW Governments. These funding partners have invited further representatives from the Commonwealth Department of Infrastructure, Infrastructure South Australia, Infrastructure Australia and a team of leading academics and industry participants.
The CICT has developed a Culture Standard designed to be included in the procurement of infrastructure projects. The Standard covers three interrelated areas – working hours, diversity and health and wellbeing - and would be required to be met by successful bidders on government projects. The Taskforce has worked with the major construction unions on five projects that are piloting the standard.
To find out more, visit: constructionindustryculturetaskforce.com.au
Contact details:
Images
For further information, interviews and images, please contact:
Biarta Parnham
M: 0438 337 408
Available for interview:
Gabrielle Trainor AO, Chair, Construction Industry Culture Taskforce (CICT)
Jon Davies, CEO, Australian Constructors Association (ACA)
Pilot project: Mulgoa Road Upgrade Project Stage 1, NSW, Greg Anderson, Alliance Manager, Seymour Whyte
Pilot project: Sydney Children’s Hospital Stage 1 and Minderoo Children’s Comprehensive Cancer Centre, NSW, Rebecca Wark, Chief Executive Officer, Health Infrastructure
Pilot project: Sydney Children’s Hospital Stage 1 and Minderoo Children’s Comprehensive Cancer Centre, NSW, Lizzie Cox, Project Director, John Holland
