The construction industry is a vital part of our economy, responsible for building homes and infrastructure. But beneath the hard hats, many workers are struggling to maintain a healthy work–life balance. Traditional working practices in construction have long been seen as out of step with modern life. An alarming 64% of workers in the sector report working more than 50 hours per week and in some parts of the industry, it’s not unusual to find individuals working more than 55 hours per week or more than 10 hours a day.
For many, especially younger professionals and site-based salaried staff, long hours have become the norm, not the exception. These working patterns are taking a toll. Excessive hours are linked to burnout, poor mental health, and strained family relationships. Over time, this can lead to reduced productivity, increased safety risks, and a shrinking workforce - outcomes the industry cannot afford as it faces the challenge of delivering 1.2 million new homes and over £120 billion in infrastructure projects in the coming years.
Proposals such as a five-day work week have gained attention on the basis that rest and personal time can help create a more appealing, sustainable industry. Yet, the reality is more nuanced. Research shows that while many workers support a shorter working week, their response varies according to age, financial situation, caregiving responsibilities, and the type of role they perform.
So perhaps the key to genuine work-life balance lies not so much in reduced hours, but in flexibility. International and UK trials have shown that when workers are given control over when, where, and how they work - whether through staggered shifts, output-based schedules, or hybrid arrangements - the results are overwhelmingly positive. Teams meet their targets, project timelines remain intact, and workers report better mental well-being, improved family life, and higher job satisfaction. Flexibility also holds the potential to improve the tricky issue of gender diversity in construction. Women remain underrepresented across the sector, and rigid working patterns are often given as a key barrier.
By offering greater choice in working arrangements, companies can help create a more inclusive environment where both men and women - regardless of traditional caregiving roles and responsibilities - can thrive. Organisational support is critical here. When companies take steps to promote a culture of understanding, engage in two-way communication, and provide practical support for those juggling work and family life, the benefits ripple outwards. Workers feel valued, burnout declines, and project outcomes improve.
Put simply, people who feel supported do better work. At We Are Footprint, we believe that building the future of construction begins with building better experiences for the people within it through fair, flexible, and humane working practices that put people first. Our commitment to social value, ethical recruitment, and long-term wellbeing is more than a business strategy, it’s a reflection of our commitment to shaping the future of construction recruitment with integrity, responsibility, and genuine care for the people we place.
Because achieving better balance at work supports healthier lives and builds a more sustainable, effective industry for all.
