A closer look at Spain’s work hours and the push for balance
In Spain, veteran observers note that wages and workplace norms have long shaped how work time is viewed. Joseph Ginesta, general secretary of the Pimec employers association, highlights a tradition where longer hours were once seen as a path to financial advancement through overtime or future promotions. This mindset helped fuel a culture that valued effort and persistence, sometimes at the expense of balance.
The result is a habit of extending the workday. As remote work rose during lockdowns and then evolved, many companies encouraged a return to the office as Covid infections waned. Data from INE show the peak of remote work occurred during the lockdown, with 19.1% of wage earners working from home. Today about 13.1% still work remotely, while roughly half of those remote workers are doing so from home rather than switching to a traditional office setup.
Europe tests shorter hours while the US discusses a return to earlier norms
Across Western Europe, differences in overtime culture become apparent. In Germany, overtime is not widely celebrated, and offices often automatically shut down after closing hours. In Spain, as daylight fades, many workers still follow a civil rhythm that keeps activity going well into the evening. OECD data illustrate the contrast: Spaniards average 1,643 hours per year, about 300 more than Germans, 200 more than Swedes, and 140 more than French workers. By year’s end, a Spaniard’s total hours approach two months more than a German counterpart. This pattern aligns with broader Mediterranean and Southern European labor rhythms.
Pedro Aznar, an economist affiliated with Esade, notes that German and Spanish or Italian factories may have similar hourly demand, but Spain’s smaller industry and high service intensity with public-facing roles complicate efficiency. Ginesta adds that the scale of a country matters: small and midsize enterprises often lack the organizational capacity of larger firms, which hampers the potential for broad productivity gains.
The working hours issue has entered the political arena. Parties such as Sumar advocate a maximum 37.5-hour work week with incentives for employers and unions to negotiate reductions sector by sector. The PSOE endorses measures to encourage voluntary reductions but refrains from prescribing a universal standard. The PP has yet to articulate a clear position on this front.
Toxic days and irregular schedules
Spain’s work patterns are not only long but also irregular, and young workers bear the brunt. INE data show that 35.2% of those under 25 occasionally or repeatedly work into the afternoon, and 27.9% of young workers regularly work Sundays. Prolonged hours and insufficient rest between shifts contribute to health problems, a phenomenon described by Joan Benach of UPF as a “toxic” employment relationship. Poor job security, high work demands, and limited autonomy add to the strain, raising concerns about burnout and chronic stress.
Benach explains that harmful conditions leave a physical and mental mark, sometimes triggering heart problems. Spain also has high benzodiazepine consumption, reflecting the stress load on workers. A national study led by Benach examined how precarity affects Hispanic mental health, finding that about 11% of adults reported using sedatives or sleeping pills in the prior two weeks. The takeaway is clear: the pressure of long, irregular hours takes a toll on well-being.
Progress on work–life reconciliation
Over time, Western economies have reduced average hours, though late-night work remains common. Union sources describe reducing the annual workday as a stubborn bargaining issue; employers are often more willing to concede wage gains than shorten hours. Recent reforms have shifted the focus toward improving how time is managed rather than simply cutting hours. This includes recognizing the value of days off and adjusting rules to reflect modern family and care responsibilities. For example, changes since 2007 expanded parental leave, allowing more equal sharing between parents, with men now entitled to substantial leave alongside women.
Flexibility in scheduling remains a hot topic, with Consuelo Chacartegui, a UPF law and Social Security professor, noting that current rules give employers significant unilateral power to distribute the workday. The push is to empower employees to request specific schedules or to tailor the distribution of hours to family needs, while ensuring fair and transparent processes.
Which comes first: productivity or length of the day?
Spain’s productivity, measured as GDP per hour worked, trails the European average. Why this persists and how to improve it invites ongoing discussion. Some analysts argue that sector composition, such as limited aviation capacity in Spain, affects overall output. Technological intensity remains lower than the eurozone average, suggesting room for investment in efficiency and innovation. The argument is not merely about working less; it’s about organizing work better to lift productivity at the same time. As Ginesta and Aznar suggest, long hours without strong organizational foundations do not automatically translate into higher output.
Ultimately, reducing the workday requires a comprehensive agreement across sectors and an emphasis on smarter management. The goal is to align hours with genuine productivity gains, so workers can enjoy a healthier balance without sacrificing economic performance. In this sense, the conversation about working hours is not just about length. It is about redefining how work fits into modern life, ensuring both a healthy workforce and a competitive economy.