Industries in Australia where we support our Clients
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Industries in Australia where we support our Clients

We support our Clients in a number of industries in Australia, and this is one of our big points of difference. Because of our skill sets and combined experience, there are very few industries in which we do not have experience. How many other combined Business Advisers and Law Firms can say the same?

Challenges in the main industries in Australia (and how we helped solve them for our Clients)…

Construction Industry

  1.  Project Management: Managing complex construction projects, including coordinating multiple teams and ensuring projects are completed on time and within budget.
  2. Regulatory Compliance: Ensuring compliance with building codes and regulations.
  3. Labor Management: Managing a large workforce, including dealing with labor shortages or disputes.
  4. Risk Management: Managing risks associated with construction, including safety risks and financial risks.
  5. Market Fluctuations: Navigating fluctuations in the construction market, which can affect demand for construction services.

 

Manufacturing Industry

  1.  Production Efficiency: Optimizing production processes to reduce costs and increase efficiency.
  2. Innovation: Keeping up with technological advancements and integrating them into production processes.
  3. Supply Chain Management: Managing supply chains, including sourcing raw materials and dealing with supply chain disruptions.
  4. Regulatory Compliance: Ensuring compliance with manufacturing standards and regulations.
  5. Market Competition: Staying competitive in a global market, which may involve adapting to changes in consumer demand or market trends.

 

Mining Industry

  1.  Regulatory Compliance: Ensuring operations are compliant with complex and ever-changing mining and environmental regulations.
  2. Resource Management: Efficiently managing resources, including labor and equipment, to optimize production.
  3. Market Volatility: Navigating the volatility of commodity prices and foreign exchange rates.
  4. Environmental Impact: Managing the environmental impact of mining operations and maintaining social license to operate.
  5. Safety: Ensuring the safety of workers in a high-risk industry.

 

Infrastructure Industry

  1. Project Management: Managing large-scale infrastructure projects, including coordinating multiple teams and ensuring projects are completed on time and within budget.
  2. Regulatory Compliance: Ensuring compliance with infrastructure and construction regulations.
  3. Funding: Securing funding for infrastructure projects.
  4. Risk Management: Managing risks associated with large-scale projects, including financial, operational, and environmental risks.
  5. Stakeholder Management: Managing relationships with various stakeholders, including government entities, contractors, and the public.

 

Renewable Energy Industry

  1. Technology Advancements: Keeping up with advancements in renewable energy technology.
  2. Regulatory Compliance: Ensuring compliance with energy regulations and standards.
  3. Market Competition: Competing in a rapidly growing and evolving market.
  4. Funding: Securing funding for large-scale renewable energy projects.
  5. Public Perception: Managing public perception and acceptance of renewable energy projects.

 

Tourism Industry

  1.  Market Fluctuations: Dealing with fluctuations in tourism demand due to factors such as economic conditions or global events.
  2. Customer Satisfaction: Ensuring high levels of customer satisfaction to encourage repeat business and positive reviews.
  3. Marketing: Effectively marketing the business to attract tourists.
  4. Regulatory Compliance: Complying with tourism and business regulations.
  5. Sustainability: Managing the environmental and social impacts of tourism.

 

Local Government

  1. Budget Management: Managing budgets effectively and ensuring efficient use of public funds.
  2. Community Engagement: Engaging with the community and managing public expectations.
  3. Infrastructure Management: Managing and maintaining local infrastructure, including roads, parks, and facilities.
  4. Regulatory Compliance: Ensuring compliance with various local government laws and regulations.
  5. Service Delivery: Delivering a wide range of services to the community effectively and efficiently.

 

Defence

  1. Regulatory Compliance: Complying with defence and security regulations.
  2. Technology Advancements: Keeping up with advancements in defence technology.
  3. Project Management: Managing large-scale defence projects, including coordinating multiple teams and ensuring projects are completed on time and within budget.
  4. Security: Ensuring the security of defence projects and information.
  5. Government Contracts: Securing and managing government contracts.

 

Healthcare

  1. Quality of Care: Ensuring high standards of patient care.
  2. Regulatory Compliance: Complying with healthcare laws and regulations.
  3. Staffing: Attracting and retaining qualified healthcare professionals.
  4. Technology Integration: Integrating technology into healthcare delivery effectively.
  5. Cost Management: Managing healthcare costs while maintaining quality of care.

 

Government

  1. Public Expectations: Managing public expectations and delivering on policy promises.
  2. Regulatory Compliance: Ensuring compliance with various laws and regulations.
  3. Budget Management: Managing budgets and ensuring efficient use of public funds.
  4. Policy Development: Developing and implementing effective policies.
  5. Stakeholder Management: Managing relationships with various stakeholders, including the public, other government entities, and private sector organizations.

 

Education Sector

  1. Regulatory Compliance: Ensuring compliance with education laws and regulations.
  2. Quality of Education: Maintaining high educational standards and outcomes.
  3. Staffing: Attracting and retaining qualified and experienced teachers.
  4. Technology Integration: Integrating technology into the learning environment effectively.
  5. Funding: Managing funding constraints and budgeting effectively.

 

Wholesale Industry

  1. Supply Chain Management: Managing complex supply chains and dealing with issues such as delays or disruptions.
  2. Inventory Management: Balancing the need to maintain sufficient inventory with the cost of storage and potential for wastage.
  3. Price Competition: Competing on price in a highly competitive market.
  4. Customer Relationships: Building and maintaining relationships with retailers.
  5. Technology Integration: Integrating technology into operations to improve efficiency and customer service.

 

Retail Industry

  1. Digital transformation: The rise of e-commerce presents both a challenge and an opportunity for traditional retailers.
  2. Customer experience: In a highly competitive market, providing a superior customer experience is crucial.
  3. Inventory management: Efficiently managing inventory to balance supply and demand is a constant challenge.
  4. Data security: Retailers often handle sensitive customer data, making data security a significant concern.
  5. Market trends: Keeping up with rapidly changing consumer trends can be challenging.

 

Professional Services Sector

  1. Drafting and negotiating contracts with clients and partners: We have ensured fair terms and conditions for a consulting firm.
  2. Compliance with industry regulations: We have provided legal advice to an engineering firm, helping to avoid potential legal issues.
  3. Breach of contract disputes: We have represented a consulting firm, securing a favorable outcome for the client.
  4. Legal aspects of a merger: We have advised an engineering firm, ensuring a smooth and legally compliant process.
  5. Navigating complex labor laws: We have protected a consulting firm from potential legal disputes.

 

Agriculture Industry

  1. Drafting and negotiating supply contracts: We have ensured fair prices and terms for a farming cooperative.
  2. Compliance with food safety regulations: We have provided legal advice to a food processing company, helping to avoid potential legal issues.
  3. Water rights disputes: We have represented a farmer, securing a favorable outcome for the client.
  4. Legal aspects of exporting products overseas: We have advised an agricultural company, ensuring compliance with international trade laws.
  5. Navigating complex licensing laws: We have enabled a winery to expand their distribution.
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Testimonials

“My construction business was slipping until a mate told us about Blaze Business & Legal. Now we’re kicking major goals!”

J. P. – Sunshine Coast Excavation Company

___

“We haven’t met any other lawyer or adviser who understands business structuring the way Rachelle Hare and Shannon Drew do.

Blaze Business & Legal fills a gap that business owners like me often don’t know is there. Accountants do our tax, lawyers draft a document if you ask for it, and banks expect your structure to be sorted before they will lend.

Rachelle and Shannon stepped back and looked at the whole structure of my business. They saw where things didn’t line up properly. They pointed out the risks. And they showed me how the structure was holding my business back from growing and getting a bank to lend us money. Then they worked with me and my Accountant to straighten it all out.”

Steve M, Civil Construction Owner, Brisbane

State of the Australian Construction Industry 2026 | Blaze Business & Legal
For construction business owners and executives across Australia: the industry intelligence you need

State of the Australian Construction Industry

Expert voices, industry data and ground-level intelligence on the pressures reshaping construction in 2026

April 2026 Written and compiled by Rachelle Hare Reviewed by Shannon Drew
Are you in the construction industry? We want to hear what you are seeing on the ground. All contributors credited and linked.
Email your contribution to this Report →
Jump to a section
1Financial Pressure and Fuel Shock 2Material Costs and Supply Chains 3Contracts and Legal Risk 4Government and ATO Response 5Insolvency, Licensing and Business Survival 6The Bigger Picture and Outlook

What Is Happening to Australian Construction

The Australian construction industry entered 2026 already under pressure. Labour costs, material prices, insurance premiums and compliance burdens had been rising steadily. Builders were operating on margins that left almost no room for the unexpected.

Then the Iran conflict closed the Strait of Hormuz. Diesel surged. Fuel costs that were already embedded in every quoted price, every purchase order and every subcontract became a moving target overnight. Contracts locked in months ago at prices that assumed a stable cost environment are now being delivered in conditions those contracts were never designed to handle. The consequences are landing across the entire supply chain: delayed projects, disputed invoices, suppliers applying levies mid-job, and businesses that cannot complete what they have already started without absorbing losses they were never asked to price.

The voices collected here represent builders, lawyers, accountants, consultants, insolvency practitioners, civil contractors, peak bodies, industry bodies and commentators across Australia.

36%
Diesel price rise in two weeks following Iran conflict escalation
BuiltGrid, April 2026
5.8%
Construction insolvency rate, above the national average
BuiltGrid, April 2026
7%
Annual construction cost growth before this crisis, nearly double general inflation
BuiltGrid, April 2026
30.8%
Build cost increase that followed the COVID supply shock
BuiltGrid, April 2026
79%
Of civil construction energy that comes from diesel
Civil Contractors Federation Australia, April 2026
~90%
Of Australia's oil that is imported
SBS News, March 2026
Section 1

Financial Pressure and the Fuel Shock

The construction industry in Australia entered 2026 already absorbing multiple simultaneous cost pressures. Shannon Drew, Management Accountant and Fractional CFO at Blaze Business & Legal, has modelled the combined impact of six simultaneous cost inputs across client portfolios. The finding is consistent, in that the total uncontracted cost impact of the current fuel crisis on active projects is two to three times higher than the direct diesel number. What Shannon has found is that a business which has calculated its diesel exposure at $180,000 often finds its full-portfolio exposure increased to $395,000 by the time it takes these other five cost impacts into account. Shannon has written a full analysis of the financial impact of the construction cost crisis on project margins →

Industry Data
“

Australian industry conditions declined materially in March, with the Australian Industry Index falling 19.9 points to -23.6, the steepest monthly fall since the initial pandemic phase of early 2020. Uncertainty was the main factor, with 30% of businesses reporting volatility in fuel prices, freight and supply arrangements. More than a quarter said rising costs were a major pressure across fuel, freight, raw materials, resins, plastics and packaging.

Australian Industry GroupAustralian Industry Index, March 2026
4 April 2026australianindustrygroup.com.au
Peak Body
“

Construction, and civil in particular, is the most reliant Australian industry on diesel, contributing 79% of our energy. Civil Contractors Federation Australia has spoken to governments and national and state media about the rise in costs and the contract flexibility needed to work through the energy shock. Minimising price rises in maintenance and replacement costs of civil infrastructure requires the government working closely with the civil sector in the period ahead.

Nicholas ProudCEO, Civil Contractors Federation Australia
2 April 2026ccf.com.au
Contractor
“

Diesel hit $3 a litre last week. We've got lump sum contracts locked in, purchase orders issued, and now suppliers are adding fuel levies or pushing back on supply unless prices move. Every path from here costs someone money that wasn't in the original deal.

Tim BuckleConstruction Contractor, Australia
2 April 2026LinkedIn
Civil Contractor
“

For regional and civil contractors, the compounding effect is the biggest concern: fuel costs hit transport first, then materials, then every other input. There is no way to swap diesel out. It is what moves everything.

Colm PhibbsCivil Construction, Regional Australia
2 April 2026LinkedIn
Developer
“

In recent weeks we have engaged with our supply chain, consultants and subcontractors to understand the real cost impact hitting active and pipeline projects. The picture is not uniform, but the direction is consistent, and the pace is faster than anything we saw coming out of COVID.

Wayne AzzopardiHead of Urban Projects, Orion Group Construction and Infrastructure
4 April 2026LinkedIn
Parliament
“

A national reef operator in Far North Queensland will see fuel expenses increase by $1 million dollars from February to end of financial year in June. Fuel shortages and fuel costs are impacting farmers, the tourism industry, and regional communities and small business owners. One in seven people in Far North Queensland are employed by tourism.

Bree James MPMember for Barron River, Queensland Parliament
March 2026bree4barronriver.com.au
Blaze Business & Legal
“

Our phones have rung off the hook this week. We have had a flood of enquiries from builders wanting to introduce cost-escalation clauses, and from homeowners seeking advice because some builders are now trying to cancel contracts that were only just signed. If they make the wrong move, the consequences can be significant. The smartest thing anyone in the industry can do is slow down, understand their legal position, and avoid making reactive decisions under pressure.

Rachelle HareBusiness Adviser, specialist Construction Lawyer and Managing Director, Blaze Business & Legal
4 April 2026blazebusinessandlegal.com.au
Media
“

Australia imports roughly 90 per cent of its oil, and the country's refinery count has fallen from eight to just two. The shift has left Australia increasingly exposed to global energy shocks. Energy Minister Chris Bowen confirmed six oil shipments bound for Australia in April were turned back or deferred due to escalating tensions. The government has alluded to a "national crisis."

SBS NewsFuel Supply Analysis, Australia
22 March 2026sbs.com.au
Analysis
“

$9 per litre diesel by July? Sounds ridiculous until you actually run the numbers. Australia runs on diesel. We've got 20 to 26 days of supply. We import 90%, refined in Asia, but the supply chain runs through the Middle East for around 48%. We are at the very end of that chain. With flows constrained at 25%, that is where pricing breaks. With flows stalled, you are looking at a 60-plus per cent shortfall, and fast. That is not expensive fuel anymore. That is access. Industries start to slow, or stop.

Marcus ZeltzerConstruction and Infrastructure Adviser, Australia
4 April 2026LinkedIn
Rachelle Hare LinkedIn post April 2026 on the construction industry fuel crisis
Policy Analysis
“

The current fuel security issue was entirely predictable and, in fact, comprehensively predicted. No recent Australian government can say it was not warned. The "fair-weather" approach that plagues Australia's fuel security could not contrast more starkly with the concerted action directed towards critical minerals. The 2014-15 senate inquiry into Australia's transport energy resilience examined the very issues in which the country is currently mired.

Brent JacksonLowy Institute
19 March 2026lowyinstitute.org

"The global shocks we have been hit with this decade are not passing storms. They are extremes of a more volatile economic climate."

Jon Davies, referencing the Prime Minister's address to the National Press Club • LinkedIn, April 2026
Section 2

Material Costs and Supply Chain Disruption

Fuel is the headline. Materials are where the damage compounds. The Reece Group notifications, cement surcharges and trucking levies represent confirmed, enforceable cost increases arriving mid-project on budgets that never included them. For businesses on fixed-price contracts, each of these increases transfers directly to margin.

Supply chains built on just-in-time delivery and imported product have nowhere to absorb consecutive shocks. The businesses most exposed are those with no forward procurement, no supplier agreements locking in prices, and no visibility into their cost-to-complete across the full project portfolio.

We have written a detailed guide to rising construction costs in Australia and what businesses can do about them →

Media
“

National average unleaded petrol reached 219.5 cents per litre for the week ending 15 March, up from around 169 cents before the conflict intensified. Diesel climbed to 245.6 cents per litre, with isolated reports of $3 per litre in parts of Sydney's northern beaches. The surge ranks among the sharpest in the developed world, per GlobalPetrolPrices data.

International Business Times AustraliaFuel Crisis Coverage
22 March 2026ibtimes.com.au
Industry Data
“

Diesel is up 36 per cent in two weeks. Petrol is up 30 per cent. Reece Group has notified customers of price increases of up to 36 per cent on HDPE pipe, 31 per cent on stormwater drainage products, and 28.5 per cent on PVC from 18 April. Cement is up 15 per cent on imports, 10 per cent on local manufacturing, with trucking adding another 12 to 15 per cent on top. CreditorWatch is already warning of another wave of insolvencies across construction, road freight, and every sector in between.

BuiltGridConstruction Supply Chain Platform, Australia
1 April 2026builtgrid.com
Legal
“

From where I sit advising on contracts and commercial risk, the real exposure for construction, mining and defence lies in the wider logistics and production ecosystem: urea, ammonium nitrate, industrial chemicals and other inputs that keep transport, earthworks, explosives and agriculture moving. Once those start to bite, the pressure shows up quickly in food prices, basic household needs, and wage and CPI expectations.

Kirsten DilenaGeneral Counsel and Commercial Director, DLC Legal (Construction, Mining and Defence), QLD
22 March 2026dlclegal.com.au
Blaze Business & Legal
“

One of our SME transport clients is now spending an additional $10,000 per week on fuel costs for their trucks. That is not an annualised forecast. That is the cash flow hit landing in a single week. For businesses operating on thin margins with fixed-price commitments, there is no buffer. The question is whether the financial controls are in place to see the problem clearly before it becomes a solvency event.

Shannon DrewManagement Accountant, Costs Accountant, Fractional CFO and Business Adviser, Blaze Business & Legal
4 April 2026blazebusinessandlegal.com.au
Jason Burgess LinkedIn comment on the fuel crisis and construction
Tim Whittle LinkedIn comment on the fuel crisis
Chetan Bidwai LinkedIn comment on the fuel crisis
Section 4

Government and ATO Response

The ATO fuel response measures are available until 30 June 2026. For eligible ABN holders who can demonstrate that fuel costs have specifically impacted their capacity to meet tax obligations, the payment plan provides real cash flow relief. The fuel excise cut reduces costs at the pump from 1 April, but the benefit reverses immediately on 30 June if the conflict has not resolved.

Most of the relief measures are reactive. Businesses need to apply, demonstrate eligibility, and navigate ATO processes. This is worth doing, but it does not substitute for understanding your legal position on live contracts.

If you need advice on your specific situation, this is where to start →

Media
“

The ATO has launched temporary repayment plans for businesses struggling with surging fuel costs, and will limit compliance actions in the hardest-hit industries. Through the plan, eligible taxpayers can lock in three-year payment commitments, with equal monthly instalments and no upfront payment. The ATO's shift reverses a course of increasingly stern compliance measures that had been in place since the end of COVID-19 restrictions.

SmartCompanySmall Business News, Australia
2 April 2026smartcompany.com.au
Official Source
“

The ATO recognises that high fuel costs are affecting some businesses and will provide targeted support to eligible businesses unable to meet their payment obligations for three months, until 30 June 2026. This includes streamlined access to more flexible payment plan arrangements, including longer payment terms, no upfront payment, and access to general interest charge remission. If high fuel costs are affecting your business's ability to meet tax payment obligations and you are having difficulty getting working capital financing from your bank, please let us know.

Rob Heferen, Commissioner of TaxationAustralian Taxation Office
1 April 2026ato.gov.au
Official Source
“

From 1 April to 30 June 2026, the fuel excise tax has been cut in half, from 52.6 cents per litre down to 26.3 cents per litre. The Heavy Vehicle Road User Charge, previously 32.4 cents per litre, has also been dropped to zero for the same three-month period. Fuel tax credit rates for heavy vehicles on public roads are now 20.2 cents per litre, and for other business use off-road, 52.6 cents per litre. When the relief ends on 30 June, prices jump straight back up if the conflict has not been resolved.

Australian Taxation OfficeATO Fuel Response
1 April 2026ato.gov.au
Media
“

We can't control the war in the Middle East. We can't stop the war in the Middle East, but what a responsible government can do is do everything it can to shield its citizens and to shield small businesses. The ATO has agreed to provide temporary relief for businesses unable to meet their tax obligations due to fuel supply issues, including more generous payment plans, remission of interest and penalties, and support in PAYG instalments where there's been a downturn in tax income.

Anne Aly, Small Business MinisterAustralian Federal Government
March 2026sbs.com.au
Section 5

Insolvency, Licensing and Business Survival

The insolvency wave that followed COVID-19 has not fully unwound. Construction remains the highest-risk sector for insolvency in Australia. What the fuel crisis has added is a new trigger point for businesses that were already operating on thin margins, and a new source of uncertainty for builders who do not know what would happen to their QBCC licence or home warranty insurance if they needed to restructure. Marcus Petrovic's contributions below speak directly to that uncertainty: many builders in financial difficulty delay restructuring because they cannot get a clear answer on what restructuring would mean for their licence and their ability to keep operating.

The pattern is consistent: a business wins work at a competitive margin, costs rise during delivery, the margin compresses, cash flow tightens, and a payment dispute or variation rejection breaks the position.

This is where Blaze Business & Legal comes in, providing business, financial management and cash flow, legal, commercial, operational and compliance advice for businesses that are struggling but do not yet need to turn to formal restructuring and insolvency mechanisms. For those businesses that are in financial distress, directors who engage early, while the Small Business Restructure pathway and the statutory safe harbour under the Corporations Act are still available, have significantly better options than those who wait.

We have written about why builders go broke in Australia and what the early warning signs look like →

Insolvency
“

It's not just the variation in rules between states that creates confusion. It's the uncertainty around whether builders and tradespeople will actually be able to start again and retain their licence and insurance. Outcomes for similar situations can differ not only across states, but more concerningly, even within the same state authority. That uncertainty often leads to people putting their heads in the sand until things get too far gone. If there was more clarity and confidence around these issues, I think more people would make the call to restructure earlier.

Marcus PetrovicDirector, Mackay Goodwin Insolvency Practitioners, Sydney
3 April 2026mackaygoodwin.com.au
Insolvency
“

There remains a critical and often underemphasised issue: the lack of consistency between state regulatory bodies, particularly in relation to licensing and home warranty insurance. Key areas of uncertainty include the treatment of a licence if insolvency occurs, whether it is automatically terminated, suspended or subject to a review process, the timeframe for reapplying, and the status of home warranty insurance during and after restructuring. These are fundamental questions for which even experienced industry professionals are often unable to provide definitive answers.

Marcus PetrovicDirector, Mackay Goodwin Insolvency Practitioners, Sydney
3 April 2026mackaygoodwin.com.au
Academic Research
“

Even before this Middle East war, construction already had more insolvencies than any other industry, more than doubling since COVID. Despite huge demand for new housing, the 2024-25 financial year saw a record 3,490 construction firms enter insolvency. When builders collapse, the contagion spreads quickly: tradies lose jobs, subcontractors go under, projects stall and consumers face financial and emotional devastation. If this oil crisis lingers, more builders are likely to go bust, slowing down housing supply.

Lyndall Bryant, Amanda Bull, Elizabeth Streten et al.QUT Centre for Justice, Queensland University of Technology
31 March 2026theconversation.com
Insolvency
“

Directors concerned about the financial impact of rising fuel costs on cash flow need to understand what restructuring options are available. The statutory safe harbour regime under the Corporations Act 2001 can support genuine restructuring attempts while providing protection for directors who might otherwise face personal liability for insolvent trading. Such options may be available even if the director suspects the company may be, or is, insolvent.

HWL Ebsworth LawyersNational Commercial Law Firm, Australia
March 2026hwlebsworth.com.au
Blaze Business & Legal
“

Businesses delay restructuring not because they want to, but because they cannot get a clear answer on what will happen to their QBCC licence. Queensland's licensing regime has its own complexities, and those complexities do not pause for a fuel crisis. The businesses best placed are those that already understood their QBCC obligations and MFR requirements before things became urgent. By the time most call us, the options have narrowed.

Rachelle HareBusiness Adviser, specialist Construction Lawyer and Managing Director, Blaze Business & Legal
4 April 2026blazebusinessandlegal.com.au

Contribute to This Report

At Blaze Business & Legal, we are in front of construction businesses every day. Shannon Drew, our Management Accountant and Fractional CFO, has been running the numbers on what is happening to margins across the industry. Rachelle Hare, our specialist Construction Lawyer, has been working through the contract implications.

Our current analysis puts the aggregate cost increase at 7 to 7.5 percent across the board, across fuel, materials, wages, super, insurance, interest rates, and government charges, with more to come in the second half of 2026. But numbers without voices are just numbers, and they don't tell us enough.

We want to hear from the people who are actually living this: contractors, subcontractors, principals, advisers, insurers, suppliers, financiers, industry bodies and commentators. Those who are struggling and those who are not. Those who have found solutions and those who are still looking.

All contributors will be credited and linked. Anonymous contributions can be published with your industry category and state noted.

Please include:

  • Your name, title and business name
  • How your business fits into construction or related industries (eg contractor or supplier)
  • Your state or territory
  • Your quote, comment, data or insights (one to three paragraphs)
  • A link to your website or social media for us to cite

Choose the section that best matches your experience, or contribute to more than one:

Section 1Financial Pressure and Fuel ShockWhat is the cost environment doing to your margins, cash flow, and working capital? Numbers welcome.
Section 2Material Costs and Supply ChainsWhat material and supply chain price movements are you seeing? Confirmed figures and supplier notifications welcome.
Section 3Contracts and Legal RiskWhat contractual challenges are you seeing? Rise and fall clauses, force majeure, fixed-price risk, notices, subcontract issues.
Section 4Government and ATO ResponseAre the government relief measures working for your business? What is missing from the policy response?
Section 5Insolvency, Licensing and Business SurvivalAre you seeing more businesses going under? Have you been personally affected? What are the warning signs?
Section 6The Bigger Picture and OutlookWhere do you think this ends? What does the construction industry look like at the end of 2026?
Email your contribution to this Report →

Important (please read)

This report draws on published articles, LinkedIn posts, direct correspondence and professional observations shared for the purpose of industry commentary. Quotes have been reproduced accurately and in full context to the best of Blaze Business & Legal's knowledge. Statistics in the stats bar are attributed to their sources. All source URLs were accurate at the time of compilation in April 2026. Rachelle Hare and Shannon Drew's contributions represent their perspective of, and obligations on, the construction industry and do not constitute legal, financial management or business advice.

If you believe your published article or post has been inaccurately quoted, or if you do not wish it to be shown on this page, please email enquiry@blazebusinessandlegal.com.au with the relevant information and we will promptly take it down.

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