What’s all the fuss about the four-day work week?

Some trials have seen workers paid the same amount for fewer hours, while others have facilitated compressed hours. For example, 37 hours worked over four days instead of five.

Interest in four-day work week trials has grown rapidly. Even before the Covid-19 pandemic, evolving equality laws were reshaping how employees viewed the role of work in their lives. Rising traffic congestion, pollution, and commuting stress raised questions about the sustainability of five-day schedules.

From 2020 to 2023, lockdowns and furloughs led many to realise they could be just as productive working remotely or in fewer hours.

Health and wellbeing

A growing body of research shows that long hours are often associated with poor physical health outcomes, such as:

• higher rates of heart disease
• diabetes, and
• chronic pain.

Individuals who work long hours are also more likely to:

• experience psychological distress
• less likely to engage in regular exercise, and
• tend to consume fast food more frequently.

Progress for a limited few

However, many workers are excluded from these changes. Around 60 per cent are informally employed, and many work shifts to support 24-hour operations. For these workers, both traditional five- and four-day weeks are out of the question. This is similar for most of the 3.5 million UK hospitality workers and over two million in construction. While some of their work can be done effectively from home, most have no choice but to remain site-based – along with billions globally.

As we reported in August, home and hybrid working aren’t everyone’s first choice either. And for those who already feel there aren’t enough hours to get the job done, cutting down to a four-day week may not improve anything.

Flexibility and adjustments

Like many workplace innovations, a four-day week suits some more than others. Employers who tailor approaches to individual needs support health, safety, and wellbeing more effectively than those who make sweeping changes. Flexible arrangements – such as reduced, compressed, or remote hours – can help:

• control the risks associated with psychosocial hazards
• support vulnerable workers managing health or caregiving duties
• prioritise health, safety and wellbeing during return-to-work transitions, including after maternity leave.

Opportunities for health and safety professionals

By collaborating with HR, operations and occupational health teams, occupational safety and health professionals can foster flexible, inclusive workplaces. Recognising individual needs boosts engagement and reduces absenteeism. As you work to improve occupational safety and health culture and manage risks, consider how tailored working patterns could benefit workers – potentially more than a blanket four-day policy.