The four-day workweek is no longer just a workplace experiment; it has become a transformative strategy with the potential to drive social impact and foster corporate sustainability. This model, which reduces working hours, aligns with the United Nations Sustainable Development Goals (SDGs), enhancing employee well-being, boosting productivity, and promoting economic resilience.​

Time, as a determining force of productivity, has always been shaped by the clock, dictating not only the rhythm of work but also the pace of life and the boundaries of rest. However, as global productivity slows and stress becomes an unwelcome companion, a critical question arises: is our loyalty to the traditional five-day workweek serving us? The ongoing discussion about rethinking work models has gained traction, as businesses and governments explore alternatives that could balance economic performance with workers’ well-being.

The four-day workweek stands out as a promising model, challenging long-established norms and opening new possibilities for how we approach labor. But can these reimagined rhythms of labor resonate with the United Nations Sustainable Development Goals (SDGs), particularly those related to decent work, economic growth, health, and climate action, offering a chance to reimagine the relationship between labor and sustainability?

First of all, it is important to mention that the four-day workweek is not a single, fixed formula but a concept with a variety of applications: some models reduce the total number of hours worked, while others compress the workweek into fewer days, extending daily hours but still resulting in a shorter overall work week. These variations may include staggered or flexible schedules that offer businesses the chance to tailor the model to their specific needs, with the goal of reducing the time spent at work while maintaining or even increasing productivity. In fact, the idea behind the four-day work week is not merely to reduce working hours but to focus on quality and efficiency, challenging the assumption that longer hours necessarily translate into higher output.

The four-day workweek is not a one-size-fits-all solution, but it offers a reimagined approach to work priorities.

Historically, the idea of a reduced workweek was explored by Henry Ford in 1926. The founder of the Ford Motor Company made the groundbreaking decision to cut the workweek from six to five days for his employees. Ford’s rationale wasn’t merely to reduce labor hours; he believed that by giving workers more leisure time, they would become more efficient and, in turn, increase their purchasing power, benefiting the economy. His decision was not just revolutionary for its time; it also set a precedent for labor standards globally. The results were striking: worker morale increased, turnover rates dropped, and production actually rose. Ford’s foresight demonstrated that fewer hours could lead to greater productivity and served as an early example of how rethinking work can drive both economic and social benefits.

Fast forward to the present day, Pedro Gomes, a prominent economist and author of Sexta-feira é o Novo Sábado (Friday is the New Saturday), has been an influential advocate for the four-day workweek in Portugal. Gomes argues that the quality of time is more important than its quantity, and his perspective resonates deeply with the SDGs, particularly SDG 8 (Decent Work and Economic Growth). Gomes’ advocacy highlights the critical importance of aligning labor policies with sustainability goals, ensuring that both workers and businesses thrive. His involvement in Portugal’s pilot program is a key step toward modernizing labor laws and demonstrates how innovation in work structure can drive societal change.

Portugal, under the leadership of then Prime Minister António Costa, implemented a significant pilot program allowing businesses to experiment with a four-day workweek. This initiative, which commenced in June 2023, was a key part of a broader strategy to enhance Portugal’s appeal for talent, mitigate burnout, and foster an improved work-life balance. The pilot program was viewed as a crucial step in modernizing labor practices and demonstrating how innovative work structures could support both societal progress and economic vitality.

The Portuguese government’s pilot program not only explored the reduction of working hours to enhance well-being but also underscored the nation’s commitment to the Sustainable Development Goals (SDGs). Through this initiative, Portugal aimed to set an example for how rethinking work time could catalyze broader societal change, fostering a more balanced and resilient workforce while contributing to the achievement of global sustainability objectives. The initial six-month trial concluded around November 2023, involving 41 private sector companies and over 1,000 workers who volunteered to participate. The results indicated largely positive outcomes, including high company satisfaction (95%), a significant reduction in average working hours (by 13.7%), and substantial improvements in employee well-being and work-life balance, without a negative impact on company performance for the majority. Notably, most participating companies chose to continue with the four-day workweek in some form after the initial trial. This initiative aligns with Portugal’s ongoing efforts, such as the “Decent Work Agenda” implemented in May 2023, to modernize labor laws and improve working conditions.

Similarly, in New Zealand, businesses that adopted the four-day workweek model reported impressive outcomes. For instance, Perpetual Guardian, a New Zealand-based company, carried out a successful trial with its 240 employees. The results were overwhelmingly positive: employee engagement increased, absenteeism decreased, and work-life balance significantly improved. The trial’s success prompted other companies in the country to follow suit, exploring the benefits of reduced working hours.

Also, one of the most compelling examples of the four-day workweek’s potential comes from Iceland. From 2015 to 2019, a trial involving 2,500 public sector employees saw them shift from a traditional 40-hour workweek to a reduced 35-36 hour workweek, with no reduction in pay. The results were striking: productivity remained stable or even improved, while employees reported higher levels of health and overall satisfaction. The success of this program led to Iceland expanding the model, with 86% of its workforce now benefiting from shorter working hours. This case highlights that reducing work hours can lead to significant improvements in employee well-being without sacrificing productivity.

These examples further emphasize that the four-day workweek does not only boost employee satisfaction but can also contribute to a more engaged and productive workforce, aligning with several SDGs, including SDG 8 (Decent Work and Economic Growth), SDG 13 (Climate Action), SDG 3 (Good Health and Well-Being), SDG 5 (Gender Equality), and SDG 11 (Sustainable Cities and Communities). By reducing working hours, it contributes to SDG 13 by lowering commuting emissions, and SDG 3 by providing workers with more time for self-care, improving mental and physical health. It also supports SDG 5 by fostering a better work-life balance, particularly for women and parents, and SDG 11 by strengthening community ties.

In conclusion, the four-day workweek is not a one-size-fits-all solution, but it offers a reimagined approach to work priorities. It is not just about reducing hours but about increasing the quality of time that workers spend both at work and outside of it. By embracing this model, businesses, governments, and workers can create a future where work and well-being coexist, driving us toward a more sustainable and prosperous world.