Recommendations

An economic evaluation of the costs and benefits of a five-day work week on the health of workers found: > Weekly analysis suggested an increasing trend in the quality of life among workers on a five-day work week site. > K10 scores capturing mental distress reduced from 17.13 to 14.2 over a 20-week period (May 2020 to October 2020). > Monthly analysis showed a decreasing trend in injury rates for Project 5 sites. > There was no increase in variable costs of delivering the project with a five-day work week. The only difference was in the preliminary costs (for example, site sheds and office hire, utilities, security, scaffolding) because of the longer duration of the project. On Project 5 this totalled $61/sqm based on the gross floor area of 44,000 sqm.

Analysis of the challenges and successes of implementing the five-day work week found: > A particular obstacle to introducing a five-day week is the view held by many clients that hours spent on site equate to productivity. > The project team had to think creatively and plan carefully to re-schedule construction to a five-day working week. They observed greater productivity during Project 5, as workers were motivated to complete work by Friday, and enjoy their two-day weekend. > Project 5 has shown what can be achieved when clients play a critical role in sponsoring, testing and evolving project delivery interventions in the construction sector. > Construction was completed in line with the Roberts Co. five-day contract program and quicker than an alternate tenderer’s six-day week program. > During the course of Project 5, workers, unions and contractors agreed to include a five-day work week in their Enterprise Bargaining Agreement (EBA), demonstrating the support among workers for the move. RECOMMENDATIONS

For governments: > Australian governments, with the scale of construction works they undertake, have both the influence and authority to require a fiveday work week on their construction sites and should lead by example in this area.

For all clients including government: > Procurement processes should include a rigorous assessment of work schedules proposed in tenders, to ensure they can be delivered without adverse impacts on the health and wellbeing of workers.

For the industry: > The industry should prioritise mental health and wellbeing as well as physical health and safety. Initiatives to improve wellbeing on worksites could include fairer and simpler construction contracts with subcontractors, and mental health and wellbeing training. > Project 5 has demonstrated the benefits of investing more time in the planning phase of construction. It is recommended that industry follow this example as the flow-on effect is a smoother construction phase with less pressure on workers.

For researchers: > More research on interventions to improve wellbeing in this sector is urgently needed. Project 5 has identified a range of avenues for further inquiry, including an economic analysis of the lost opportunities to employ partners of construction workers, who often refuse work or promotion because of their partner’s long and irregular working hours.