The government begins discussing on Thursday how to address an issue that has been in motion since 1983. This discussion does not interfere with the maximum working day. The Ministry of Labor has asked employers and unions to consider how to adapt the current 40-hour workweek limit, which sits at 38.5 hours for some. It is a path already followed by several European nations, and it is not new for Spain either, as social actors in certain sectors have long supported shorter hours.
Leaving work a bit earlier each day, concentrating the reduction on the last day of the week, creating hour pools to reduce the working week from time to time, or allowing more vacation days in the summer or year-round are among the approaches already used by some Spanish employees.
The impact of changing these norms would be substantial. Data from the Ministry of Labor show that today 55% of workers covered by a collective agreement are under a maximum workweek that exceeds 38.5 hours. This figure could grow further in 2025 as the target shifts to 37.5 hours per week. According to the same ministry data, as many as 90% of workers in these conditions could be affected.
The broad impact will require a wide range of responses, according to diverse stakeholders consulted for this report. “Every industry, profession, and company operates differently. Even within the same firm, programs can vary. Customer service is not the same as administrative work. There can be no one-size-fits-all formula,” notes Conxita Folguera, a professor in the department of human and organizational management at Esade.
Different approaches exist, but the benefits of shortening the workday are clear, based on experiences in economies similar to Spain, says Patricia Elgoibar, a collective bargaining expert and professor of economics and business administration at UB. “Fewer hours boost productivity, promote equality between men and women, reduce stress and burnout risk. They also benefit companies by reducing disruption and improving talent retention, which lowers costs,” she explains.
There is room for debate on implementation, but the evidence from countries such as Sweden, the United Kingdom, and Germany shows that sectoral negotiations have achieved shorter hours for years. “Beyond political decisions, there is scientific evidence that this is feasible and beneficial,” Elgoibar concludes.
Hit the road every day before work
The most straightforward option is to trim a few hours from each workday. This could mean leaving a little earlier or starting a little later. Some companies already do this without major restructuring by phasing out less productive traditions, such as long meal breaks or unapproved breaks like a cigarette break, or by reshaping meetings around the coffee machine, says Javier Ibars, director of labor relations at Foment del Treball.
“We are not opposed to reducing working hours; we want it to be balanced and widely adopted,” says a leader of employers. Tensions between business representatives and policymakers have been noted for days. “If discussions reach a fixed outcome, where is the social dialogue? It’s like going to a football match where the result is already decided,” remarked a Galician speaker quoted in the exchange.
Experts and unions acknowledge that a tripartite agreement—one that includes government, employers, and workers’ representatives—would likely be more effective and easier to implement than a deal imposed by companies alone.
Leave early on Fridays
On Fridays, particularly after the pandemic, some offices see rooms emptied and the lights dimmed as remote work grows. Many firms are already adopting compact schedules that let staff log fewer hours and leave for lunch. This approach fits more easily with freelance professions such as legal and architectural work, but not so much for public-facing roles, factory shifts, or positions needing machine rhythms.
“The core problem is not just reducing hours, but ensuring they are respected. In many companies the 40-hour week isn’t fully observed; robust time-recording regulation matters, and more labor inspectors are essential,” notes Nuria Gilgado, secretary of UGT Catalonia’s policy group.
Shorten weeks from time to time
Another common approach in multi-shift environments is variable hourly scheduling. In many factories, work flows with machine pace and order arrivals, along with the costs of starting and stopping lines. Sometimes nine-hour days followed by four-day weeks or shorter weeks can be more economical.
Proper calendar distribution is crucial to protect work-life balance and avoid disruptions from rotating shifts. It also matters for safety, since very long daily shifts can raise health risks and accident rates. Christina Torre, the Action Secretary at Catalonia CCOO, notes that without an agreement, the maximum daily shift remains nine hours, with a 12-hour rest between shifts.
More vacation days
Today most collective agreements provide for an ordinary annual working day by sector. The debate centers on whether the weekly hours should be 40 or 38, or whether the year should total 1,750 or 1,720 hours. This flexibility helps companies redistribute work time in activities that are variable or heavily seasonal, such as construction, which cannot always function the same way year-round due to weather and daylight changes.
Continuing with the construction example, reducing weekly hours to 38.5 in regions like Barcelona may have little effect if annual hours are already below the target. Yet, it becomes significant when aiming for 37.5 hours, since a current agreement could push annual totals above this threshold. Some sectors offer more working days as a solution, especially during periods when work can be paused.
More paid leave days
Another option is to grant paid leave days if employees agree, instead of expanding vacation windows on fixed dates. For instance, Barcelona’s metal industry recently added paid leave in its latest agreement, offering 12 hours of paid time off per year that workers can use at their discretion without justification.
Even though the total maximum daily cap is part of the equation, the distribution matters as well. In large textile firms or supermarkets, many workers are women who may work fewer than 40 hours weekly but across six days rather than five. This arrangement creates a reconciliation challenge for families.
The underlying philosophy behind shorter hours is to improve the balance between professional and personal life. Academic research from pilots and other industries suggests that reduced work time increases well-being, family time, and overall happiness, while maintaining or even improving performance. This consensus mirrors broader trends seen in four-day week experiments worldwide.