For many, the idea of a four-day working week sounds almost too good to be true, particularly in the construction industry. Yet, 37% of UK employers believe it will become a reality over the next ten years, with more employees demanding flexible ways of working. 

With 83% of construction firms struggling to recruit skilled workers, we thought making this change was worth testing to attract and retain the best employees. By giving everyone an extra day to recharge, spend time with family or focus on personal interests, we wondered if this switch could protect our team’s mental and physical health without affecting productivity.

That’s why, earlier this year, we ran a four-day working week trial for our employees while maintaining their full salaries. So what did the reality of shortening the working week look like for our team and how did it affect our employees, business and customers? 

What is a four-day working week?  

A four-day working week allows employees to work fewer hours without a reduction in pay. By concentrating working time into fewer days, organisations aim to improve employee wellbeing with a better work-life balance while continuing to serve their customers well. 

Currently, 92% of companies that have trialled a four-day working week have adopted it permanently, as reported by the 4 Day Week Foundation. The evidence shows notable benefits such as a 35% average increase in revenue, a 57% reduction in staff turnover with less burnout and lower stress levels.

Did the change impact on customers?  

Fulfilling customer needs was our top priority during this trial, and the results exceeded expectations. By carefully organising our staff schedules, we maintained a full five-day service coverage without disrupting appointment availability or emergency callouts. 

Client satisfaction stayed high. Despite working 20% less time.

What benefits did employees experience?

This trial not only improved our team’s wellbeing but gave us a competitive edge in attracting and retaining talent. The impact of a shortened work week extended far beyond the workplace, significantly improving the lives of our employees.  

One of our engineers, Simon Scarfe, who’s been with us for four years, spent his time giving back to the community as a Community First Responder for the Ambulance Service. 

“Before the four-day week, I’d finish work around 6.30 in the evening and feel like I wasn’t doing the first responder scheme justice by only being available for an hour or two,” he explains. “With Wednesdays free, I can now dedicate proper time to emergency medical response in our local community.”

As well as being able to work full 12-hour shifts for the service, the shorter working week helped Simon achieve a better work-life balance. He said, “Having that extra day to breathe made a real difference. I could manage household tasks, visit my mother more, and generally not feel guilty about having a little bit of me-time.”

Service and repair engineer Cezary Goman, who’s been part of our team for nearly five years, felt huge benefits from the change, despite having initial reservations. “When they first told me about it, I had mixed feelings. Part of me worried we weren’t busy enough, and I might lose progression opportunities. But I was also happy to have an extra day for myself.” 

“My wife had been unwell for three years before the trial, and I was working six to seven days a week trying to catch up on everything,” he explains. “For me, it felt like someone taking the pressure off. I could finally relax a little. This way I can work two days, have one day off, then work two more days before the weekend—it’s perfect.”

How did it change our company? 

The trial had an immediate impact on staff retention and recruitment. Staff turnover dropped by an impressive 67%, while job applications surged by 250% for positions that advertised this benefit. The initiative also brought environmental benefits to the local area, with reduced vehicle usage leading to a reduction of up to 32% in fuel costs for some engineers.

These positive results for our business, team and customers mean we’re now rolling out the initiative from the end of March to August. As Managing Director, Lincoln Smith, explains, “The wellbeing and morale improvements among our team have been astonishing, and the numbers speak for themselves. This trial has allowed us to lead with purpose while continuing to deliver excellent service for our community.”