Despite recent crises and growing global competition, Europe remains a reference when it comes to working hours and related workplace norms. While China still shaped European and American perceptions of the past century, trends there are shifting: some days shorten, others stretch. Across the continent, the idea of a four‑day workweek keeps resurfacing as a potential path forward.
Even though European economies vary greatly from north to south in factors like deficits and public debt, differences in working hours can accumulate into substantial gaps, sometimes equaling two months of labor. Debates on how to leverage new developments persist, and the question of whether workers should put in fewer hours to boost productivity has become a shared topic across both the so‑called high‑performing economies and those with slower growth.
Presenteeism culture distracts Spain from working hours in Germany or France
Germany finds itself at the center of the discussion. Inside the country, a strong union among metalworkers has pushed for a four‑day week without wage cuts. A model introduced by a major automaker years ago allowed reduced hours without concessions on pay, though it did not become a lasting standard. A decade later, the five‑day week returned as the norm.
With a union representing about 2.21 million workers, the proposal now includes options like a 40‑to‑32 hour week, or keeping the same total hours across four days without lowering wages. Employers have rejected both options across sectors, not just in manufacturing but widely. Germany, like many European nations, faces a tight labor market with about 5.7% unemployment and a very large workforce. Some argue that trimming hours could worsen employment prospects, while others insist the shift could improve productivity. Reports are compiled from various industry observers.
Italy – stagnant as in Spain
In Italy, the idea of reducing working hours has circulated for years without producing meaningful legal changes. Yet recent research on the benefits of shorter hours has revitalized the debate. Italian unions argue that any move should work in partnership with business interests and consider the broader economic impact.
If existing legislation is challenged, an amendment to a 1997 law would be needed, followed by partial re‑enactment in 2003. Today the standard full‑time workday in Italy remains around 40 hours, and collective agreements cap weekly hours in line with European directives that set a 48‑hour ceiling. Observers highlight how policy evolution could alter this landscape in the near future.
France – Distribute 35 hours of work over four days
France continues to expand four‑day workweeks as a growing practice. The 35‑hour workweek was established in 1998 and remains a reference point for many employers. Data from the Ministry of Labour show nearly 10,000 French workers now organize their schedules into four days with three days off. In many cases, private firms are piloting this approach by spreading 35 hours over four days or by operating on a 32‑hour week in a four‑day frame.
The capital region has seen progress as some public sector roles experiment with the four‑day week. The approach often splits 35 hours into four days or adopts variations that still keep total weekly hours within agreed limits. The political conversation around this policy reflects a balance between modern labor approaches and administrative realities, with mixed reactions across agencies and regions.
United Kingdom – hopeful for 4‑day pilot program
In the United Kingdom, the average weekly hours hover around the mid‑thirties, with a long‑running cap on weekly hours unless workers opt in, and stricter limits for younger workers. The trend toward shorter weeks has gained traction in multiple industries, aided by a six‑month pilot launched last year. Banks, online retailers, digital marketing firms, and even a fish and chips shop chose to keep the reduced 32‑hour setup after testing.
The driving reason is simple: hours did not shrink wages, yet productivity and employee well‑being improved. The program’s reach touched thousands of workers, with substantial participation across more than seventy percent of companies involved. Observers note that the reduction often accompanies lower stress and stable output levels, underscoring a real shift in how productivity is measured and managed.