Why a worker co‑op instead of a Pty Ltd company?
Same work. Different ownership.
Why a worker co‑op instead of a Pty Ltd company?
Same work. Different ownership.
Why a worker co‑op instead of a Pty Ltd company?
Same work. Different ownership.
Why a worker co‑op matters for you
In a worker co-op, the people doing the work also own the business. Members have a vote on major decisions and share available surplus under agreed rules.
Our aim is market-rate pay, meaningful control over work and a stronger incentive to retain the crew through downturns. None of this guarantees work or profit.
Why start a co‑op?
Construction can leave trades with insecure work, squeezed margins, risks passed down by head contractors and developers, and pressure to compromise quality or safety.
We want to build durable, affordable, cyclone-ready homes suited to the Top End while keeping jobs, skills, supplier spending and profits in the NT.
Worker ownership gives the crew a direct stake in good design, honest costing, trade coordination and fewer defects. It complements -not replaces- contracts, warranties, inspections, and professional standards.
The trade‑offs
Worker ownership brings responsibilities:
- Decisions need clear roles and delegation – not a vote on everything.
- Growth needs a workable capital plan.
- Members must participate in meetings, rules, and governance.
- We need at least five committed active members to form the co-op.
Side‑by‑side: Co‑op vs Pty Ltd
| Worker co‑op | Pty Ltd company | |
| Ownership | Active worker-members own the business. | Shareholders own the business, but need not work in it. |
| Voting and control | One member, one vote. Members elect the board. | Control generally follows shareholdings. Directors manage the business. |
| Board | At least three directors, with a majority of active members. | Directors need not be workers. |
| Pay and surplus | Market-rate wages plus available surplus shared under agreed rules after costs and reserves. | Wages. Profits retained or distributed to shareholders. Worker profit-sharing depends on arrangements. |
| Downturns | Members can consider reduced hours, margins, or alternative work before job cuts. | Decisions rest with management. Workers’ influence depends on arrangements. |
| How we build | Members help improve methods and share the benefits. | Worker input and rewards depend on management and employment arrangements. |
| Capital | We plan to use member contributions, retained surplus, and loans. | Can raise equity by bringing in shareholders. |
| Decisions and administration | Member meetings and rules, with delegated day-to-day authority. | Director-led decisions and company compliance. |
| Starting and staying involved | At least five active members. Members must meet active-membership rules. | Can start with one director/shareholder. Shareholders need not be active workers. |
| Legal structure | Separate legal entity under co-operatives legislation, administered by the relevant registrar. | Separate legal entity under the Corporations Act, administered by ASIC. |
| Registration and compliance | Registrar-approved rules, formation process, and ongoing co-op obligations. | ASIC registration and ongoing company obligations. |
Learn more on Resources and Frequently Asked Questions pages.
