In 2019, Iceland Implemented a 4-Day Work Week: Six Years Later, the Outcomes Are Remarkable!

In a world of constantly evolving work, Iceland has taken one step ahead by experimenting with a radically different organization: the 4 -day week. Iceland launched this large-scale reform in 2015, and a majority of workers gradually adopted it. Unlike the approaches observed elsewhere, it is not limited to a simple reorganization of schedules, but truly reduces working time without loss of wages. Economic results, well-being of employees, gender equality, this transition has changed professional habits and intrigues far beyond the Icelandic borders.

A transformed work model

Iceland launched one of the first major experiments of the 4 -day week in 2015. This pilot phase concerned 2,500 employees, just over 1% of the country's active population. Faced with positive results, the initiative has been gradually extended. In 2019, new collective agreements have enabled 90% of Icelandic workers to reduce their working time, from 40 to 36 hours per week, without a reduction in salary underlines Jeuvideo.com.

Unlike other countries like Belgium, where the 4 -day week is based on working time development with elongated days, Iceland has adopted a different approach. Here, it is not a question of intensifying the workload, but of distributing it differently, by optimizing the tasks and by reducing unnecessary meetings. This structural change has allowed a smooth transition and without negative impact on the country's economy.

Productivity and well-being, unexpected results

One of the main fears linked to the reduction in working time was the drop in productivity. However, studies in Iceland show the opposite: productivity has remained stable and, in certain sectors, it has even increased. Employees have learned to better organize their time, reducing distractions and prioritizing essential tasks.

But it is especially on the well-being of workers that the effects are the most striking. A study by Automy Institute and the association for Sustainability and Democracy (Alda), relayed by Direct Magazine, reveals that 80% of the employees concerned are satisfied with the new model. More than 60% believe that their privacy has improved, with a reduction in stress and better mental health. The risk of burnout has decreased and workers say they feel more rested, more motivated and more fulfilled in their employment.

These results are explained by a better balance between professional life and personal life. Thanks to light hours, employees have more time for their leisure, their families and their personal commitments. This increased well-being is directly reflected in their efficiency at work.

4 -day week inspires the rest of the world

The Icelandic experience has aroused growing international interest. Several countries, including Germany, Spain and the United Kingdom, have launched their own pilot projects to test this model. In Spain, for example, the authorities have set up a national program involving 6,000 workers over three years to assess the effects of a reduced work week.

However, not all experiences follow the Icelandic model. In Belgium, legislation allows employees to condense their hours over four days, but without real reduction in working time. This approach met with limited success, with less than 1% of workers who opted for this system.

Iceland shows that a real reduction in working time, without drop in salary, can be beneficial for both employees and for the economy. With an unemployment rate of 3.4%, much lower than the European average, and economic growth of 5% in 2023, the country proves that this model is viable on a large scale.

If the adoption of a widespread 4 -day week remains a challenge for many countries, the Icelandic experience shows that it is possible to imagine a more flexible, more balanced and more efficient work.